We need effective leaders and administrators for the growth of human capital and knowledge capital.

1. ID 15
“Desirable and Effective
Leadership Qualities in
Engineering Education in India”
Thanikachalam Vedhathiri
Former Professor and HOD, CIA, NITTTR-Chennai

2. Objectives
 To assess the current problems faced by the faculty
members in establishing outcome-based engineering
education.
 To critically review the current scenario of leadership in
many institutions by getting feedback from qualified
and competent middle-level faculty members.
 To suggest various remedial measures to bring rapid
improvements in the performance of the faculty
members by introducing the needed academic
ecosystem.

3. Purposeful Sample
 138 middle-level faculty members from affiliated, self-
financing, government, and state universities
 All the participants have Ph.D. in their fields of
specialization
 They have undergone at least five faculty development
programs on Higher Education Administration,
Performance Evaluation, Institutional Change and
Development, Organizational Behavior, and Academic
Auditing.

4. Research Methodology
Naturalistic evaluation as suggested by Prof. Guba
Assess the drawbacks through a set of questions
administered on the sample faculty members
Identify an appropriate development process in
empowering the faculty to plan needed outcome-
based curricula
Undertake interdisciplinary research and
development programs
Offer consultancy services
Improve the attributes of the graduates.

5. Significant Planning Issues
 Limited confidence in the:
- Institutional Growth,
- Strategic Planning,
- Performance of the Faculty Members,
- Attributes of the Graduates &
- Growth of Economy.

6. Omissions in Planning by the
Educational Leaders
 Lack of:
- Perspective Plan,
- Strategic Plan,
- Periodical Academic Audit,
- Delegation and Decentralization,
- Grievance and Remedial Measures &
- Conflict Reduction Measures.

7. Significant Drawbacks/
Constraints
 Discrimination of the well-performing faculty-teams
 Lack of rewards for Generating Internal Revenues
 Lack of Approval for: Undergoing the Needed Training
and Development Programs under Global Institutes
- Development Projects under International Development
Agencies
- Establishing Interdisciplinary Research Programs
 Lack of Supportive Culture

8. Significant Drawbacks in
Institutional Policies
 Lack of Resources, Funds, Improper
Implementation, and Inappropriate Learning
Environments
 Lack of Consultancy Center
 Lack of In-House Faculty Development Center

9. Authority to Develop High-
Performing Engineering Institutes
 Dedicated Leadership with Integrity
 Chairman and Members of the Board of Governors
 Institutional Leaders like Principals, Deans, Directors,
and Chair Persons
 Enabling Policies
 Resources
 Mentoring of the Faculty Members

10. Desired Outcomes through
Removing the Drawbacks,
Constraints and Short-falls
 OUTSTANDING INTERDISCIPLINARY PROGRAMS
 RESULTING HUMAN CAPITAL
 KNOWLEDGE CAPITAL
 PERIODICAL ACADEMIC AUDIT
 ACADEMIC ECOSYSTEM

11. Leaders with Appropriate
Qualities
 Alone develop the institutions
 Can facilitate the development of human capital
and knowledge capital
 Can assist the state to contribute to the
economy
 There is no shortcuts!