Implementation Challenges of Distributed Leadership Practices in Universities of Punjab, Pakistan

Abstract

Distributed leadership (DL) has gained significant popularity in the context of education within the past few decades and has influenced a variety of practices as well as theory. According to the distributed leadership model, multiple individuals with suitable talents share responsibilities rather than placing all of the weight on one person in an administrative position. This study's main goal was to investigate distributed leadership practices and associated challenges within the higher education institutions in Lahore, Pakistan. Sequential explanatory mixed-method research design was used by the researcher. It included a questionnaire with seven dimensions for leading practices distribution, covering the entire university through simple random sampling. Semi-structured interviews using purposive sampling were then conducted with formal departmental leaders using various designation labels. The study's findings indicated that the structure of university is predominantly hierarchical and centralized so leadership has been distributed to limited extent within the departments. The results of the study showed that the university's organizational structure is mostly hierarchical and centralized, with a limited degree of leadership distribution across the departments. The implementation challenges that were brought up were the centralized structure, a lack of qualified faculty, an excessive workload, unclear duties, inappropriate delegation of responsibility, and a reluctance to lead due to feelings of professional jealously, and refraining from participating in or making decisions.