Leading change among academic leaders at Taif University in the light of John Kotter's model
Abstract
The study aimed to identify the degree of change leadership practice among academic leaders at Taif University in light of the John Kotter model. Several results were reached, most notably the following: The degree of change leadership practice among academic leaders at Taif University in the light of John Kotter's model of change from the point of view of the faculty members came with a (high) degree, and the fourth dimension came from the dimensions of change leadership in the light of John's model Kotter: Spreading the change vision in the first order with a practice score (high) While the first dimension was the urgent need for change in the last ranking, and with a (high) degree of practice as well. There are no statistically significant differences between the average responses of the sample members towards the degree of practicing change leadership among academic leaders at Taif University in the light of John Kotter’s model of change from the point of view of the members of the board of directors Teaching is due to the variable of gender, and the variable of scientific rank, while there is a change in practice as a whole due to the variable years of experience. The study recommended : the necessity of spreading awareness among academic leaders at Taif University of the importance of adopting leadership change in the light of scientific theories and modern models such as John Kotter’s model of change for his effective role in leadership.
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