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Findings identify three balancing challenges: sustaining growth while shifting leadership style, aligning responsiveness to both administration and faculty, and leading effectively in diverse cross-cultural spaces.",{"@graph":14,"@context":72},[15,34,55],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & Report",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/document/new-models-of-hybrid-leadership-in-global-higher-education/601794/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/new-models-of-hybrid-leadership-in-global-higher-education/601794.png","ImageObject",300,407,{"name":42,"@type":43},"ahduag","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/pdf","2026-10-28","2026-10-15",true,{"@type":52,"interactionType":53,"userInteractionCount":22},"InteractionCounter",{"@type":54},"ViewAction",{"@type":56,"mainEntity":57},"FAQPage",[58,64,68],{"name":59,"@type":60,"acceptedAnswer":61},"What is the focus of the NTULA program discussed in the manuscript?","Question",{"text":62,"@type":63},"The manuscript focuses on NTULA as a leadership preparation program designed to address complex leadership challenges during rapid university growth in a multicultural context.","Answer",{"name":65,"@type":60,"acceptedAnswer":66},"What research question guides the paper?",{"text":67,"@type":63},"The paper asks how the university adapted to accelerated growth and transition by adopting a hybrid approach to academic leadership.",{"name":69,"@type":60,"acceptedAnswer":70},"What methodology is used to evaluate NTULA’s first cohort?",{"text":71,"@type":63},"A qualitative methodology reviews NTULA’s first cohort, including interviews and participant survey responses, plus reflections from the NCPRE core team.","https://schema.org",{"og:url":32,"og:type":74,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":76,"canonical":32},"index,follow",{"doc_id":78,"site_id":7},601794,1792093440,{"code":4,"msg":81,"data":82},"success",[83,87,91,95,100,105,110,114,119,122,126],{"id":22,"doc_module":4,"doc_module_name":25,"category_name":84,"show_sort_weight":85,"slug":86},"Story & Novel",90,"story-novel",{"id":26,"doc_module":4,"doc_module_name":25,"category_name":88,"show_sort_weight":89,"slug":90},"Literature",80,"literature",{"id":33,"doc_module":4,"doc_module_name":25,"category_name":92,"show_sort_weight":93,"slug":94},"Exam",70,"exam",{"id":96,"doc_module":4,"doc_module_name":25,"category_name":97,"show_sort_weight":98,"slug":99},5,"Comic",60,"comic",{"id":101,"doc_module":4,"doc_module_name":25,"category_name":102,"show_sort_weight":103,"slug":104},6,"Technology",50,"technology",{"id":106,"doc_module":4,"doc_module_name":25,"category_name":107,"show_sort_weight":108,"slug":109},7,"Healthcare",40,"healthcare",{"id":111,"doc_module":4,"doc_module_name":25,"category_name":29,"show_sort_weight":112,"slug":113},8,30,"research-report",{"id":115,"doc_module":4,"doc_module_name":25,"category_name":116,"show_sort_weight":117,"slug":118},9,"Religion & Spirituality",20,"religion-spirituality",{"id":117,"doc_module":4,"doc_module_name":25,"category_name":120,"show_sort_weight":117,"slug":121},"World Cup","world-cup",{"id":123,"doc_module":4,"doc_module_name":25,"category_name":124,"show_sort_weight":123,"slug":125},10,"Lifestyle","lifestyle",{"id":127,"doc_module":4,"doc_module_name":25,"category_name":128,"show_sort_weight":96,"slug":129},19,"General","general",{"code":4,"msg":81,"data":131},{"doc_id":78,"user_id":132,"nickname":42,"user_avatar":133,"doc_module":4,"category_id":111,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":22,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":123,"language":139,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":140,"faqs":141,"seo_title":142,"seo_description":12,"update_tm":79,"read_time":143},3985747870414,"https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc","New Models of Hybrid Leadership in Global Higher Education  \nDonna C. Tonini, Nicholas C. Burbules, and C. K. Gunsalus  \nDonna C. Tonini is Associate Director at the Center for Global Studies and former Lead Postdoctoral Researcher in Leadership & Cultural Studies for the National Center for Professional and Research Ethics at the University of Illinois at UrbanaChampaign. She holds an Ed.D. in International Educational Development, Teachers College, Columbia University.  \nNicholas C. Burbules is Gutgsell Professor in the Department of Educational Policy, Organization and Leadership at the University of Illinois, Urbana-Champaign. His primary research areas are philosophy of education; teaching through dialogue; and technology and education. He has authored/coauthored 13 books, most recently with PaulSmeyers, David Bridges, and Morwenna Griffiths, the International Handbook of Interpretation in Educational Research (Springer, 2015). He has a Ph.D. in philosophy of education, Stanford University.  \nC.K. Gunsalus, Principal Investigator and Director, National Center for Professional Research Ethics, Professor Emerita, Business; Research Professor, Coordinated Science Laboratory. A nationally-recognized expert on leadership and professionalism in academia, research integrity, whistleblowing, and ethics, Gunsalus is author of The Young Professional’s Survival Guide (2012), and The College Administrator’s Survival Guide (2006).  \nAbstract  \nThis manuscript highlights the development of a leadership preparation program known as the Nanyang Technological University Leadership Academy (NTULA), exploring the leadership challenges unique to a university undergoing rapid growth in a highly multicultural context, and the hybrid model of leadership it developed in response to globalization. It asks the research question of how the university adapted to a period of accelerated growth and transition by adopting a hybrid approach to academic leadership. The paper uses qualitative methodology to review NTULA’s first cohort, including interviews and participant survey responses. The findings illuminate three key areas of the hybridized leadership model that are challenging to balance, including managing the transition from the leadership style required to drive rapid institutional change to the approach needed to preserve that growth, how leaders reconcile the need tobe responsive to both administration and faculty, and how to lead in a highly diverse, multicultural space.  \nIntroduction  \nNanyang Technological University (NTU), a researchintensive public university in Singapore, has recently been ranked as the world’s best young university according to the Quacquarelli Symonds (QS)“Top 50 Under 50,” a ranking of the world’s top 50 universities that are under 50 years old (NCPRE 2014). Media headlines highlight the rapid rise of this young university, with Channel NewsAsia announcing “NTU emerges second in Times Higher Education’s young universities ranking”(2016, 2016) and the Straits Times reporting that NTU placed 13th in the World University Rankings, up from 39th last year (2016). NTU achieved this dramatic rise in the rankings in less than ten years.  \nIn 2006, NTU’s Board of Trustees laid the foundations for anew direction, tasking new Provost Bertil Andersson, former Rector of Sweden’s Linköping University, with a mandate to transform NTU from a teaching university to a researchintensive global university (Andersson and Mayer 2015).  \nEducational Considerations 37  \nThis transformation was not painless. After a change in tenure rules, NTU began the “difficult exercise” of reviewing its faculty in accordance with higher standards that “created a unique recruitment opportunity and was a major signal of intent to the whole institution”(ibid. 179).  \nTo rebuild its faculty, NTU initiated an intensive strategy to recruit top candidates from prestigious universities around the world. This hiring initiative resulted in a highly diverse faculty","cbCais864NVEBkla","https://ap.wps.com/l/cbCais864NVEBkla","pdf",252430,"English","# Introduction\n## NTU growth and strategic transformation\n## Leadership preparation through NTULA\n## Research question and qualitative methodology\n## Scope and focus of findings","[{\"question\":\"What is the focus of the NTULA program discussed in the manuscript?\",\"answer\":\"The manuscript focuses on NTULA as a leadership preparation program designed to address complex leadership challenges during rapid university growth in a multicultural context.\"},{\"question\":\"What research question guides the paper?\",\"answer\":\"The paper asks how the university adapted to accelerated growth and transition by adopting a hybrid approach to academic leadership.\"},{\"question\":\"What methodology is used to evaluate NTULA’s first cohort?\",\"answer\":\"A qualitative methodology reviews NTULA’s first cohort, including interviews and participant survey responses, plus reflections from the NCPRE core team.\"}]","New Models of Hybrid Leadership in Global Higher Education | PDF",25]