Exploring the appropriateness of the servant leadership approach in the Governance of State Universities in Zimbabwe: A case of selected Universities

Abstract

Universities today are operating in a Volatile, Uncertain, Complex and Ambiguous (VUCA) environment where competition for students and rankings is intense. University leaders have the responsibility of leading in such environments and at the same time satisfying the ever- changing diverse needs of internal and external stakeholders. Cases of alleged poor corporate governance practices have been on the increase in state universities in Zimbabwe and they have been attributed to ineffective traditional, hierarchical autocratic leadership style prevalent in these institutions. Research examining the appropriateness of servant leadership in state universities has been scanty. The present study explores the appropriateness of the servant leadership approach in improving and sustaining good governance of state universities in Zimbabwe. The paper is a case study based on University of Zimbabwe and Marondera University of Agricultural Sciences and Technology. The researcher interviewed eighteen (18) informants using a semi- structured interview guide. The researcher purposively selected informants who had been at the institutions for a considerable length of time and are affected directly or indirectly by the decisions of the leaders of these institutions, so as to obtain rich information regarding the subject matter. Nine informants from each university were interviewed. The findings were triangulated using information from documental reviews. Data was thematically analysed and discussed under the themes: concept of servant leadership, governance of state universities vis-a-vis servant leadership, threats and opportunities of adopting servant leadership and strategies for effective implementation of servant leadership in state universities. The findings obtained from this research confirm that Zimbabwean state universities are characterised by inflexible leadership who have failed to involve stakeholders in decision making. Failure to embrace change has resulted in failure to meet the needs of stakeholders. Ineffective leadership has led to poor corporate governance practices like corruption and nepotism. The governance of state universities in Zimbabwe is affected mostly by government interference, resistance to change and resource constraints. Service is at the centre of servant leadership and would enhance the governance of state universities but however the model is not ideal for developing countries like Zimbabwe with unstable economic and political environments. It is however imperative that other strategies for improving and sustaining good governance in state universities in Zimbabwe be implemented. Recommendations for improving governance of state universities were made accordingly