Understanding Leadership Effectiveness in Multi-Campus Universities: Styles and Challenges

Abstract

Background: This review explores and examines literature on how different leadership styles shape effectiveness in public multi-campus universities. Aims and objectives: To enhance the work environment in multi-campus universities by identifying key themes relating to different stakeholder and contextual needs, in order to enable decision-makers to apply the most effective leadership style in particular cases. Method: Searching key academic databases (Scopus, Web of Science, ERIC, Social Science Premium Collection, and ProQuest) resulted in 4397 hits, subject to the PRISMA protocol for scoping reviews’ systematic search and screening process. Screening criteria were applied, progressively checking study titles, abstracts, and finally reading full texts, resulting in five studies included for thematic analysis using Braun and Clarke’s (2006) six-step framework, to guide the data analysis process. Findings: Three main themes were identified from the thematic analysis, relating to the challenges and styles of leadership in multi-campus context: “Leadership Styles and Effectiveness in Multi-Campus Universities,” “Communication and Institutional Relationships,” and “Equity and Inclusion Challenges.” Implications: There is no specific leadership style that can be adopted in all multi-campus universities, but leaders can analyse contextual factors to decide on the most appropriate leadership approach, as centralised leadership is not appropriate in multi-campus academic contexts.