IN VARIOUS public and private universities in Bangladesh, as a University Grants Commission report said, there are about 4.69 million students in 2020. The number speaks to the demand for higher education and the growth of public and private universities in Bangladesh. The growing trend created a need for academics who can play the leadership role as vice chancellor or in similar positions in an academic environment, which is a politically divided country. Unlike many other countries, academic credentials and other related experiences expected to play the leadership roles of vice chancellor are not considered important in Bangladesh. Political party affiliation matters more than their intellectual and academic contribution in the recruitment process.
With the fall of the authotarian Awami League regime, there comes an opportunity to make a change in the recruitment system for vice chancellors in public and private universities. It is an opportune moment to determine and set the goals and objectives for higher education in Bangladesh. As universities in Bangladesh navigate the current socio-economically and politically challenging time, including the challenges of rapid technological advancements, job-market-oriented education and skill development, and evolving educational paradigms, the selection of a vice chancellor is a critical decision that can define the trajectory of a higher education institution.
The role of a vice-chancellor in any academic institution is undoubtedly complex and critical. This cannot be merely a title or a gift from the government; it is a position that demands a mix of intellectual capacity, leadership, administrative understanding, and a profound commitment to the academic community. The vice-chancellors are responsible for steering universities towards academic and research excellence, fostering innovation, and ensuring overall growth and sustainability. In this connection, Bangladesh could set some criteria for the selection process of vice-chancellors at this juncture, assuming that political affiliation or nepotism will be abandoned in the future. Politics, power, and propaganda have sadly been major strategies for recruiting vice-chancellors in Bangladesh in the past decade. In what follows, it is not surprising that the university, in the post-July uprising period, is struggling to find a qualified and true academic leader to take on the responsibilities of a vice-chancellor.听
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Academic qualifications and credentials
A vice-chancellor should have solid academic credentials, including a PhD from a reputed university. Preference should be given to a vice-chancellor with a PhD from a reputed international university with experience in teaching, research, and administrative leadership in the national and international arena. Scholarly credentials and contributions to knowledge production are essential. In this regard, quality publications in globally ranked journals and with reputed publishers should be considered. Candidates with high citation scores and AD scientific rank should be cautiously and carefully considered because those are most often generated from open-access, substandard, and predatory or online journals. Quality publications are not merely a matter of prestige; they reflect a deep commitment to pursuing knowledge and academic excellence. In Bangladesh, where there is often scepticism about the quality of higher education, a vice-chancellor with solid scholarly credentials can inspire confidence and set high standards for the entire institution.
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Academic and administrative leadership
A vice-chancellor should be an academic leader with a deep understanding of the higher education landscape. This includes experience in academic planning, curriculum development, teaching, research and research management, project management, student supervision and staff mentoring, and service leadership. A vice-chancellor should be committed to educational and research excellence. This includes promoting high standards of teaching and learning, supporting faculty in their research endeavours, and ensuring that students receive a high-quality education. Vice-chancellors should commit to lifelong learning and professional development and open the doors for the broader stakeholders and communities for future leadership development programmes. In Bangladesh, where universities are often criticised for lacking research output and outdated curricula, a vice-chancellor with strong academic credentials can drive much-needed reforms.
Administrative leadership is equally important. A vice-chancellor must have a track record in managing people and educational divisions/offices and the ability to oversee complex administrative structures. This includes everything from human resource management to financial planning and campus development. Strong negotiation and fundraising skills are also essential, particularly when universities seek external funding to supplement limited government resources.
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Visionary, strategic, and innovative leadership
MOST important for a vice-chancellor is to have visionary and strategic leadership. A visionary leader can see beyond the immediate and envision the future trajectory of the institution. This involves setting a long-term vision and formulating strategic plans that align with the institution鈥檚 mission and goals. A vice-chancellor must be capable of anticipating future education and skill trends; the person should be a forward-thinker, an active researcher in a discipline, a promoter of quality research, and an innovative practitioner in knowledge creation and applying those in teaching and learning practices. A vice-chancellor should be a transformative leader and be able to position the university to take advantage of the current education and skills trends.听
Innovation and strategic adaptability go hand in hand with visionary and transformative leadership. The higher educational landscape is not static; many factors shape it, including local and global skill shortages and requirements, global trends, national policies, and local socio-economic conditions. A vice-chancellor must be adaptable and ready to adapt strategies in response to changing circumstances. This requires strategic planning and the agility to execute the plans, ensuring the university remains resilient, relevant, and competitive in rapidly evolving local and global contexts. A leader with a clear vision, actionable plans, strategic directions, innovative practices, and project management skills can inspire faculty, students, and staff to work towards common goals, fostering an environment of collective ambition and progress.
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Social dynamics and cultural sensitivity
UNDERSTANDING social dynamics and exhibiting empathy for religious, social, and cultural differences is essential for any educational leader. Ethnic, religious, linguistic, and gender plurality that exist in the social fabric of Bangladesh must be reflected when building the academic community of students, faculty, and staff. A vice-chancellor must be respectful and demonstrate commitment to inclusivity so the academic environment is one of mutual respect and celebrates diversity. An awareness of social dynamics 鈥� both within the institution and in the broader society 鈥� is crucial for addressing inequality, access to education, and social justice. Leaders attuned to these dynamics are better equipped to create policies and programmes that promote equity and inclusivity.听
Cultural sensitivity also extends to understanding the global context in which the university operates. With increasing international collaboration and the globalisation of higher education, a vice-chancellor must be able to navigate cultural differences within the university and in partnerships with foreign institutions. This requires a deep understanding of global educational trends and effective communication across cultures.
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Adaptability and resilience
ADAPTABILITY is crucial for any academic leader in an era of rapid technological advancements and shifting educational paradigms. The educational landscape in Bangladesh is not immune to these changes, and a vice-chancellor must be flexible enough to adapt to new technological, economic, or social circumstances.
Resilience is equally essential. The vice-chancellor and the leadership team must be resilient and capable of enduring and overcoming the socio-economic challenges in the upcoming days. Whether dealing with financial constraints and budget cuts, political interference, managing crises, addressing student unrest, or a public health emergency like the Covid outbreak, a vice-chancellor must have strong resilience to pilot the institution through turbulent times. A resilient leader can navigate these challenges effectively, ensuring the institution鈥檚 stability and continued progress.
Gone are the days when computer typists would take dictations and write an email for a vice-chancellor, or a peon would print or scan a document for a vice-chancellor or a university leader. The pandemic Covid has underscored the importance of digital platforms in education. In a country like Bangladesh, where access to technology can be uneven, a leader who champions technological integration can help bridge the digital divide, ensuring that all students have access to the resources they need to succeed. Overall, a VC and the leadership team must understand the potential of technology in enhancing learning and research and be innovative in integrating these technologies into the university鈥檚 everyday operations. This involves promoting digital literacy, investing in IT infrastructure, and encouraging the use of technology in both academic and administrative functions.
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Fundraising and financial management
ALTHOUGH public universities in Bangladesh receive government funds, this could be limited in the upcoming years and/or during a crisis. A vice-chancellor should be able to identify potential funding sources, develop fundraising strategies, and build relationships with donors. This could include traditional fundraising activities, such as alumni donations and corporate sponsorships, and other innovative approaches, such as foreign donors, auctions, crowdfunding, and social media campaigns.
A vice-chancellor should ensure that funds are used ethically and close the loopholes of fund mismanagement. Resources must be allocated efficiently to ensure the institution remains financially stable. This requires a strong understanding of financial principles and the ability to make difficult decisions about resource allocation and spending priorities.
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Communication and interpersonal skills
EFFECTIVE communication is another critical skill for a vice-chancellor. In the complex environment of a university, conflicts are predictable. Whether it is a disagreement between faculty members, a dispute with a government agency, or a conflict between student groups, a vice-chancellor must be able to mediate these conflicts effectively. These skills are essential in Bangladesh, where social and political tensions can often spill over into the university environment. A leader navigating these tensions and mediating conflicts effectively can help maintain a peaceful and productive campus environment. This requires strong negotiation and mediation skills, as well as building consensus and finding mutually agreeable solutions. More importantly, vice-chancellors must be able to communicate their vision and goals clearly to a wide range of stakeholders, including faculty, students, staff, alums, and external partners. This includes verbal and written communication, such as reports, proposals, and policy documents.
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International exposure and experience听
INTERNATIONAL collaboration is essential for any university that aspires to be world-class in today鈥檚 globalised world. Vice-chancellors with international exposure bring a global perspective, ensuring they are aware of global trends, skills, and best practices and actively engage in the global academic community. In Bangladesh, where universities are increasingly looking to expand their international presence, a vice-chancellor with international experience can help drive these efforts and ensure that the institution competes globally. A vice-chancellor must be adept at forging partnerships with institutions abroad, facilitating student and faculty exchanges, promoting collaborative research, sourcing funds, and improving quality. This would enhance the university鈥檚 reputation and enrich the educational experience for students and faculty alike.
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Policy advocacy
POLICY advocacy is another important area of experience. A vice-chancellor should have experience and be able to engage with policymakers at the national and international levels to advocate for policies that benefit the institution and the broader educational sector. This includes working towards quality assurance and accreditation, essential for maintaining high academic standards and a good reputation.
Quality assurance and accreditation are critical aspects of a vice-chancellor鈥檚 responsibilities. Ensuring that the university meets international standards of education and research is essential for attracting students and faculty, both locally and globally. A vice-chancellor should be committed to continuous improvement, implementing robust quality assurance mechanisms, and striving for accreditation from reputable international bodies.
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Ethical integrity and good governance
ETHICAL integrity and practices are another essential quality. A vice-chancellor must be a role model for students, faculty, and staff, demonstrating the highest standards of ethical behaviour. A vice-chancellor should demonstrate personal integrity and a commitment to fostering an ethical culture within the university. In a country where corruption is a significant concern, a vice-chancellor prioritising ethical integrity can profoundly impact the institution鈥檚 reputation and success.
Good governance is the backbone of any successful institution, and a university is no exception. A vice-chancellor must exemplify ethical leadership, setting the highest standards of integrity and accountability. In Bangladesh, where governance issues have often plagued public institutions, a vice-chancellor must be a lighthouse of ethical practice, ensuring that decisions are made transparently, ensuring accountability, and fostering a culture of honesty and fairness in the best interest of the university community.
In Bangladesh, where the higher education sector faces numerous challenges, choosing leaders with the right combination of quality indicators is essential. The right VC can transform a university, making it a beacon of learning, innovation, and ethical leadership for future generations. The selection process should prioritise the qualities outlined to ensure the chosen leader can manage the institution and inspire and lead it to new heights. A vice-chancellor who embodies these qualities can steer a university toward academic excellence, social responsibility, and global recognition. This position is not merely about filling a vacancy but about securing the future of higher education in Bangladesh.
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Dr Md Parves Sultan is a researcher and academician affiliated with the Melbourne Institute of Technology, Australia.
