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Research Paper | Management | India | Volume 11 Issue 1, January 2022 | Popularity: 4.6 / 10

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Leadership Strategies through COVID-19 Pandemic for Higher Education in India

Dr. Mehraj Ud Din Shah

Abstract: Leadership is somewhat a daunting task in higher education. It is excessively more challenging and demanding. Truly, leader has to act consistently with great wisdom and vision to influence its distinctive group of employees and arouse level of motivation in them to contribute their best in the accomplishment of institutional goals. Accordingly, due the effective leadership, higher education in India has undergone constructive changes over the last decade or so. It has seen a phenomenal proliferation of institutions to outreach an overwhelmed student community and other stakeholders. However, this whole discourse got diluted following the emergence of the Covid-19 pandemic. Primarily, the education system came to a total halt in India. The institutions were put off, and students were restrained from attending the institutions. Consequent upon, the students initially lost their sizable amount of time. While to the other extreme, the institutional leadership all across India was rephrasing how to deal with the situation. The thought process and collaborative institutional leadership evolved an overwhelmingly Philip -the teaching-learning system's online mode. This new education transmission approach through Covid-19 pandemic had inbuilt beauty in terms of human safety, physical distancing, and content dissemination. Nonetheless, this whole purposeful academic transaction is an outcome of many leadership strategies that were gradually put to practice to see the academic discourse virtually in execution. In this context, the paper is a modest effort to underline the design which leaders evolved through the covid-19 pandemic to push all the stakeholders of higher education to remain active for the cause they are meant for.

Keywords: Pandemic, Strategies, Academic, Leadership, COVID-19

Edition: Volume 11 Issue 1, January 2022

Pages: 985 - 989

DOI: https://www.doi.org/10.21275/SR211217201532

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