الفهرس 
الفصل الأوليوجد فقط 14 صفحة متاحة للعرض العام
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المستخلص
- Introduction
The Interest in Developing the Administrative performance in educational institutions, especially universities, has become a subject of global interest because the development of the performance of these universities is of great importance in achieving many benefits, including contributing to raising their level and standing among universities at the regional and global levels. On the management of university education, university work cannot succeed academically, research or serving society and the environment unless there is a conscious, advanced and renewable scientific management.
Distributed leadership is one of the forms of leadership that can effectively contribute to addressing the great challenges facing managers, as well as its main contribution to the development of institutions in general and university institutions in particular. Work effectively, and that this be done in a healthy and friendly work environment, and this refers to the responsibility of administrative leaders in promoting and creating a common culture of expectations about using the skills and knowledge of workers in achieving the desired goals, and then the distributed leadership is considered a change in the way of organizational thinking as it reformulates leadership It is the responsibility of each individual in the organization.
- The Problem of the Research:
Distributed leadership is one of the newly applied administrative approaches, and it is also considered one of the democratic approaches to leadership, as it includes the redistribution of power and leadership tasks within the institution to ensure the participation of the largest possible number of the institution’s administrative apparatus. In Western education in which he grew up, he did not receive enough attention from Arab researchers in general, and in the Egyptian educational context in particular, and from the above it is clear the importance of applying distributed leadership in Egyptian universities.
The problem of the research is that the performance of the administrative apparatus in the Egyptian universities has clear shortcomings. Despite the continuous attempts to develop the administrative performance in the Egyptian universities, making them able to meet the challenges of the times and respond to the requirements of administrative development, the studies that have been carried out in this field indicate that there are administrative problems essential that still limits the ability of administrative leaders to achieve their goals and respond to successive global changes, in addition to the lack of coordination between workers and the lack of defining responsibilities and competencies, And the imbalance between the technical and administrative tasks of the administrative leaders in Egyptian universities, and on the other hand, the performance of the university and its academic role depends on the adequacy of the administrative apparatus in it. For university work, which reflects positively on the internal and external efficiency of the university.
- The Questions of the Research:
The research problem can be formulated in the following main question:
How can the performance of the administrative apparatus at Sohag University be developed using distributed leadership?
This main question can be formulated in the following sub-questions:
1. What are the mechanisms of developing administrative stuff performance in Egyptian universities in contemporary administrative literature?
2. What are the theoretical and intellectual foundations of distributed leadership in educational institutions in the contemporary administrative literature?
3. What is the reality of the performance of the administrative apparatus at Sohag University in light of the distributed leadership approach?
4. What is the proposed scenario for developing the performance of the administrative apparatus at Sohag University using distributed leadership?
- Objectives Of the Research:
This research aimed to achieve the following:
1. Identifying the most important the mechanisms of developing administrative stuff performance in Egyptian universities in contemporary administrative literature.
2. Identify the theoretical and intellectual foundations of distributed leadership in educational institutions in the contemporary administrative literature.
3. Determine the reality of the performance of the administrative apparatus at Sohag University in light of the distributed leadership approach.
4. Develop a proposed vision to develop the performance of the administrative apparatus at Sohag University using distributed leadership.
- The Importance of the Research:
1. As far as the researcher knows, this research is one of the few studies that dealt with the approach of distributed leadership in developing the performance of the administrative apparatus in universities, so it is expected that this study will add more knowledge in this field.
2. The results of the current research can support the modification of some negative practices of some administrative leaders resulting from centralization in the decision, which limits the imposition of innovation and innovation through participation in decision-making.
3. The current research presents a set of proposed leadership roles that would help the university’s administrative leaders to form a new image of the tasks of the university’s administrative leaders, and thus develop the performance of the university’s administrative apparatus.
4. The great role of distributed leadership for university administrative leaders as a modern leadership style, which achieves the greatest participation from the creative opinions of workers and their wide participation in distributed leadership.
5. Attempting to attract the leadership of the university’s upper management towards the knowledge of developing the performance of the university’s administrative apparatus through the use of the distributed leadership approach.
- Methodology:
The research relied on the descriptive approach, due to its relevance to the subject of the study, as the descriptive study is based on describing the current facts related to the nature of the phenomenon or the situation with a sufficient explanation of the phenomenon.
- Study population &Community Sample:
The researcher formulated the initial image of the questionnaire in the light of the theoretical framework of the current and previous studies. In its initial form, the questionnaire consisted of (89) phrases that were presented to a group of arbitrators; In preparation for entering the field, the items that the arbitrators indicated the need to amend were amended, as well as deleting some of them and adding others in terms of (their suitability to the wording - and their relevance to the axis), and then the questionnaire in its final form consisted of (80) phrases, and the number (4). Four axes, and an open question was put in each axis to reveal the suggestions of the sample members.
The questionnaire was applied to a sample of college secretaries, directors of departments, and employees of faculties (Education- Arts- Science- Commerce - Agriculture - Human Medicine- Nursing - Engineering - Pharmacy) at Sohag University. The sample size was(630), and he answered the questionnaire accurately(569). Of the sample members, the missing (36) questionnaires, and (25) questionnaires were excluded due to their lack of validity and the failure to complete some responses.
- The Most Important Results of the Research:
Through the research, analysis and interpretation of the field research, the research reached many results, the most important of which are:
The first axis: the reality of the performance of the administrative leaders in the administrative apparatus at Sohag University in light of their job duties:
The reality of the performance of the administrative leaders in the administrative apparatus at Sohag University in the light of their job duties is:
- Weakness in giving the administrative leadership the character of professional human relations at work within the institution.
- Neglecting the application of the administrative leadership, a system of penalties, to workers who are negligent in their work.
- Neglecting the administrative leadership’s selection of administrative competencies to perform tasks within the organization.
- The lack of administrative leadership’s keenness on distributing work among workers according to specific conditions.
- Weak cooperation between the administrative leadership and workers in setting objective criteria for the self-evaluation of the institution.
- Neglecting the delegation of some administrative leadership powers to workers according to objective criteria.
- The weak ability of some administrative leadership to identify the problems facing the university’s departments.
- Lack of leadership encourage employees to work in a team to exchange experiences with each other to improve performance.
- Neglecting the participation of workers in drawing up work plans and policies within the institution.
- The weak participation of employees with the administrative leadership in making basic work decisions.
The second axis: the reality of the practices of administrative leaders in the administrative apparatus at Sohag University, dimensions of distributed leadership:
A. The first dimension: vision, mission and goals:
The reality of the practices of administrative leaders in the administrative apparatus at Sohag University is represented in the dimensions of distributed leadership (vision, message and goals) in:
- Weak participation of the administrative leadership of employees in formulating the university’s vision and mission, as well as in developing plans to achieve the institution’s goals.
- The weak ability of some of the university’s administrative leadership to formulate clear goals for work in the institution.
- Some of the university’s administrative leadership did not specify a time to achieve the goals of the institution.
- The lack of keenness of some of the administrative leadership to take decisions that achieve the vision and mission of the university.
- The scarcity of formulation and development: vision - mission - value and goals of the institution according to the strategic goals of the institution.
B. The second dimension: Shared responsibility:
The reality of the practices of administrative leaders in the administrative apparatus at Sohag University for the dimensions of distributed leadership (shared responsibility) is:
- Weak communication between some of the administrative leadership and the workers effectively.
- Some of the university’s administrative leadership did not hear workers express their opinions regarding work.
- Weak participation of some working administrative leadership in tolerating errors during work.
- Some of the administrative leadership does not provide the information and data necessary for workers to perform their job duties.
- The lack of some administrative leadership adopting modern organizational trends in the development of work.
- The scarcity of some university administrative leadership working on new knowledge to improve their job performance.
- Weak participation of some of the university’s administrative leadership working in the formulation of labor policies.
- Neglecting some administrative leaders at the university to spread the culture of teamwork among the employees.
- The lack of encouragement by some of the university’s administrative leaders for skilled workers and giving them material and moral incentives.
- The scarcity of an environmental climate that allows workers the freedom, cooperation, dialogue and gaining experiences from each other.
C. The third dimension: the culture of the university institution:
The reality of the practices of administrative leaders in the administrative apparatus at Sohag University for the dimensions of distributed leadership (university institution culture) is:
- Lack of some administrative leadership’s encouragement for new employees to show their job skills.
- Neglecting the keenness of some administrative leadership to introduce new procedures in the work environment.
- Some of the administrative leadership neglected to open effective channels of communication with members of the local community surrounding the institution.
- The scarcity of some administrative leadership urging constructive interaction between university workers and the local community to find solutions to the institution’s problems.
- Neglecting some of the university’s administrative leaders to bring about a change in work methods from time to time
- Weak interest of some administrative leaders in the university with the proposals submitted by workers, especially new ones, and neglecting the talented among them, which pertain to the performance of their administrative functions.
- Weak effective communication with members of the local community, and the inability of some administrative leaders in faculties to explain briefly and clearly to the workers the various matters and problems that pertain to the local community.
D. Fourth Dimension: Leadership Practices:
The reality of the practices of administrative leaders in the administrative apparatus at Sohag University for the dimensions of distributed leadership (leadership practices) are:
- The weak ability of some of the university’s administrative leadership to effectively manage crises.
- Neglecting to constantly update some of the university’s administrative leadership of the personnel bases and data.
- Neglecting the distribution of some administrative leadership job responsibilities among workers according to their capabilities and job experience, according to objectively defined criteria.
- Lack of encouragement by some of the university’s administrative leadership to develop their technical and administrative skills.
- Weak constructive interaction of some of the university’s administrative leadership and employees to achieve better teamwork.
- Neglecting some administrative leadership at the university to devise creative solutions to many administrative problems.
- Some administrative leaders are preoccupied with administrative aspects without looking into updating data and information.
- The weak desire of some university employees to assume leadership roles and methods.
- Weakness of creative thinking skills among some university employees.
The Third axis: Obstacles to developing the performance of the administrative apparatus at Sohag University in light of the distributed leadership approach:
A. First: organizational or institutional obstacles
The obstacles to developing the performance of the administrative apparatus at Sohag University in light of the distributed leadership approach (organizational or institutional obstacles) are:
- Weak material and moral incentives for university employees.
- Some colleges at the university are based on an inflexible organizational structure.
- Some faculties in the university are based on an administrative structure that is not fixed and constantly changing.
- Lack of time allotted to perform the job tasks assigned to university employees.
- Weakness of the administrative leadership’s interest in some colleges in raising the efficiency of employees.
- Promotions are made for university employees based on unclear criteria.
- Weak budget allocated to colleges, and the university’s lack of interest in spending on activities designated to achieve administrative excellence among employees.
- The lack of interest of some administrative leaders in the university to link material and moral incentives and promotions to all distinguished workers, and to provide the material and financial resources allocated for this to raise the level of their workers.
B. Second: Obstacles related to the leaders themselves
The obstacles to developing the performance of the administrative apparatus at Sohag University in light of the approach of distributed leadership (obstacles related to the leaders themselves) are:
- The scarcity of some administrative leadership at the university distributing administrative responsibilities to the employees.
- The lack of keenness of some of the administrative leadership to raise the morale of the workers.
- The lack of good methods of communication between the administrative leadership and university employees.
- Some of the administrative leadership in some colleges adhered to the traditional methods of management.
- The rarity of some administrative leadership hearing the workers’ complaints.
- Some of the university’s administrative leadership is characterized by poor communication with employees.
- Weak conviction of some administrative leadership of the importance of rotating power and delegating powers to workers.
- Weak promotion of teamwork, lack of encouragement of leaders’ work teams, neglect of strengthening the culture of participation and distributing roles, and neglecting participatory work among administrative leaders
- Lack of spirit of cooperation, participation and teamwork
- The weak efficiency of some workers and their lack of training, and the lack of decisions necessary to delegate authority.
C. Third: Obstacles related to the workers themselves
The obstacles to developing the performance of the administrative apparatus at Sohag University in light of the approach of distributed leadership (obstacles related to the employees themselves) are:
- Weak achievement motivation among some employees in some colleges.
- Poor job experience for some employees in some colleges.
- The employees are characterized by poor communication with the administrative leadership in some faculties.
- The lack of objective foundations for effective communication between employees within the work environment.
- Some university employees follow traditional administrative patterns.
- Some university employees are afraid of assuming administrative responsibilities.
- The lack of desire and enthusiasm on the part of some university employees.
- The weak development of administrative concepts among the administrative leaders and the lack of providing them with modern management methods and the areas of their application in the various administrative units.
- The administrative leadership of the university retains the authorized powers, which leads to poor job experiences among university employees.
Fourth Axis: Requirements for developing the performance of the administrative apparatus at Sohag University in light of the distributed leadership approach:
The requirements for developing the performance of the administrative apparatus at Sohag University, in light of the distributed leadership approach, are:
- That the administrative leadership in the faculties encourage creative ideas and individual initiatives from university employees.
- The administrative leadership of the university should develop mutual respect among the faculties’ employees.
- That the administrative leadership of the university is keen to increase confidence among employees.
- The administrative leadership of the university should take into account the functional capabilities of the employees.
- That the administrative leadership of the university is keen on the process of job rotation among employees.
- That the administrative leadership in faculties identify the most important training needs of employees to implement distributed leadership.
- The university’s administrative leadership should encourage teamwork among employees.
- That the university’s administrative leadership use the decentralized system in administration and decision-making.
- That the administrative leadership of the university believes in the professional capabilities of all members of the work team.
- That the university’s administrative leadership work to find a second row of leaders.
- The administrative leadership of the university should allow freedom of expression within the institution.
- The university’s administrative leadership should balance responsibility and authorities.
- To encourage participation in leadership practices within the university.
- Developing the spirit of initiative and innovation among university employees.
- Increasing the mutual trust between them and the workers, which helps the workers to develop their skills as much as possible.
- Distribution of roles and tasks among university employees, which leads to the development of the university’s administrative apparatus.
- Deepening the cooperative relations between all university employees, as the distributed leadership is keen on creating a positive working relationship between the workers for joint team work.
- Elimination of centralization and exclusivity in decision-making, and achieving harmony in an atmosphere of human relations.
- Work to discover the potentials of employees and their creativity.
- Exercising leadership through joint work, and linking experience with leadership work.
- Providing unlimited opportunity to participate in decision-making.
- The contribution of all employees to the exercise of leadership and collective responsibility.
After presenting the most important results of the field study, the researcher tries to make use of these results and the previous theoretical study in presenting a suggested vision for developing the performance of the administrative apparatus at Sohag University in the light of the distributed leadership approach.