A Case Study of Factors of Soft Leadership in Higher Education Institutions of Yunnan Province, China
Issued Date
2023-01-01
Resource Type
ISSN
1302597X
eISSN
25288911
Scopus ID
2-s2.0-85204720688
Journal Title
Eurasian Journal of Educational Research
Volume
2023
Issue
106
Start Page
16
End Page
28
Rights Holder(s)
SCOPUS
Bibliographic Citation
Eurasian Journal of Educational Research Vol.2023 No.106 (2023) , 16-28
Suggested Citation
Yang C., Chanseangsee S. A Case Study of Factors of Soft Leadership in Higher Education Institutions of Yunnan Province, China. Eurasian Journal of Educational Research Vol.2023 No.106 (2023) , 16-28. 28. doi:10.14689/ejer.2023.106.002 Retrieved from: https://repository.li.mahidol.ac.th/handle/20.500.14594/101415
Title
A Case Study of Factors of Soft Leadership in Higher Education Institutions of Yunnan Province, China
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Author's Affiliation
Corresponding Author(s)
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Abstract
This research employed an exploratory sequential research design, commencing with a qualitative phase followed by a quantitative phase. The initial qualitative segment utilized a semi-structured research design to investigate the determinants of soft leadership exhibited by leaders within Chinese Higher Education Institutions (HEIs). The study enlisted 12 key informants, comprising presidents and deans, and an additional 24 minor key i nformant s, consi st i ng of t eachers. Data analysis involved content analysis, leading to the identification of six objective factors and six subjective factors that contribute to the configuration of soft leadership. The objective factors encompassed gender, age, working experience, lifelong learning,education and training, and working environment, while the subjective factors encompassed effective communication and consideration, triggering self-reflection of subordination, forward-looking based on past experience, acceptance of others' abilities, staying attuned to the younger generation, and introspective self-assessment. Following the initial phase findings, a 30-question questionnaire derived from the six subjective factors was administered. Five hundred questionnaires were distributed to presidents, deans, administrators, and teachers, with 422 returned and subjected to exploratory factor analysis. The results demonstrated that all factors scored around 90%, affirming the significant contribution of each of the six factors to the development of soft leadership. Consequently, this study concludes that these six factors are imperative for embodying the traits of a soft leader.