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One of the key aspects in higher education institutions is sustainable leadership strategy with the need to account for the core values of the organisation and its stability. The purpose of this paper is to analyse the sustainable leadership practices towards transformation and sustainability of the higher education sector. Since there is still a gap in the existing framework utilised in higher education institutions, the study opted for empirical findings of Lambert’s (2012) model to analyse the findings of the previous studies done on the same subject in order to guide the framework of the paper. Six emergent themes were identified after analytical review: depth learning and integrity value, attributed to instructional leaders’ alignment to their mission; strategic vision, the length through endurance and succession, the breadth which can be achieved through collaboration and emphasised for its importance as a daily skill for information sharing; justice where personal interests are abandoned, diversity through cohesion and complexity; resourcefulness, where leaders utilise internal and external partnerships to improve local communities and maintain competitive advantage; communication, which was emphasised for its importance as a daily skill for information sharing; and lastly conservation, which requires leaders to learn from the past in order to form an ingenuity for the future progress of an institution.
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- Sustainable Leadership Practices in Higher Education Institutions: An Analytical Review of Literature
- Chapter 18
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