Investigating The Impact of Distributed Leadership Models on University Improvement: A Study of a Public University in Afghanistan
DOI:
https://doi.org/10.64386/xhasKeywords:
Leadership, distributive leadership, university improvement, collaboration, shared leadershipAbstract
This study investigates the influence of distributed leadership models on university improvement, with a specific focus on Sayed Jamaluddin Afghan University (SJAU) in Afghanistan. As institutions of higher education face increasing demands for accountability, innovation, and collaborative governance, traditional top-down leadership approaches are proving inadequate. Distributed leadership, which emphasizes shared responsibility, collaboration, and collective decision-making, presents an alternative model better suited to modern academic environments. This research explores how distributed leadership practices affect organizational performance, faculty engagement, and institutional development at SJAU. The study employs a qualitative-method approach, with qualitative semi-structured interviews used to collect data from the head of the department. The findings revealed the extent to which distributed leadership contributes to academic and administrative improvement, decision-making effectiveness, and overall institutional growth.
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