Leadership as a Key Component of Competence Model of Medium-Level Managers in Higher Education Institution

Abstract

A new legal environment emergent from the Law on Higher Education [1] creates a demand for a new model of management in higher education institutions, one which should be based on the paradigm of transformational leadership. The aim of this paper is to present the results of a study which was conducted on a sample of 16 Vice-Deans in state-owned technical universities who represent a medium level of management. The research has shown the problem of “a triad of competence deficits” ranging from the ability to build relationships with the business environment to strategic management and leadership. Evaluation of management practices with MLQ Self appears to suggest that the analyzed group’s profile is that of a transactional leader, which may constitute a limitation for the processes of introducing profound changes in universities in the context of the new legal regulations.