How University Leaders Strive in The Ranking System: A Case Study of a Young University in Indonesia Hastuti Naibaho, Ida Juliana Hutusuhut, Endang Pitaloka
Department of Management & Jaya Launch Pad
Universitas Pembangunan Jaya, IndonesiaUniversity Malaysia Sarawak, Malaysia
Abstract
Ranking systems among higher education institutions become the strong demand for accountability and evidence of quality at the national and global levels. Many studies found the significant role of leaders in bringing their institution to the top level of performance. However, not many studies examine how university leader, lift up their institution to meet the national and global ranking criteria. How do the university leaders play their roles in improving the universities ranking? This is a qualitative case study conducted at a private university in Indonesia, that is relatively young. A purposeful sampling technique was used to select the participants with the criteria of holding the leadership position for a minimum of one-year duration to ensure that they are part of the university policymaker and the ones who develop the strategies and execute them. Semi-structured interviews were conducted and the audio-recorded data were transcribed and analyzed using content analysis. Data collection was carried out through one-to-one interviews, and some in the form of focus groups. This study found that leaders perceive the ranking system as a benchmark tool and as goals in spurring performance to always be better. However, as a relatively young university, the leaders realize that they must be wise in choosing a really good ranking system, and must also consider the readiness of their human resources. Moreover, the leaders concern for building learning organizational as the strategy to increase university ranking. The increase of university ranking as the indicator that the university keep doing continues improvement.
