Entrepreneurial and Innovative Leadership: Evolution towards a better Higher Institution of Learning

Jacob L. Oyugi


The development of mass higher education has forced the diversification of the traditional university model because the university, where  research and teaching are accorded equal weight, is difficult for the modern state to finance at all institutions that teach at a higher education level.  Diversification has been driven by competition between universities in research and by the effect of market forces on student choice and enrollment (Dill,2003).  The growth of the private university is one indication of this, and a powerful indication of the forces of change; the pressure for universities to play a greater role in stimulating their local and regional economies is perhaps another. But the growth of university entrepreneurialism – of the institution and within the institution – represents a further element of diversification.   If universities become more orientated to markets, more driven by individual initiative, more subject to risk taking, they are more entrepreneurial. The more entrepreneurial universities become, the more they also require entrepreneurial leadership.


Key words:    Higher Institution of Learning, Leadership, Entrepreneurial Leadership,

Entrepreneurialism, Creativity, Innovation

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ISSN 2408-770X (Print Version)

ISSN 2408-6231 (Online Version)