Distributed Leadership in Higher Education Administration: Insights from Moroccan Context

Abstract

Time is different, challenges are different, also leadership and management should be different in Higher Education Institutions (HEIs). Previous studies found that leadership in HE is not responding appropriately to the needs of the era. The purpose of this study was to examine employee’s perceptions about distributed leadership attributes and process among leaders in high and middle management levels in Moroccan HE administration. For this purpose, qualitative data were collected and analyzed through semi-structured interviews in which 48 staff members without managerial responsibilities from 6 private and public Moroccan universities were approached. Unfortunately, some of them hesitated to participate, thus, only 30 have agreed to take part and accepted to recount their real experiences. They answered questions related to distributed leadership traits, behaviors, practices and processes for their respective leaders. The findings revealed that the leadership style in Moroccan HEIs contributes to the deficit of distributed leadership in HE administration. The study has a strong contribution that lies not only in exploring real employees’ perceptions, but also in revealing their desire for more distributed leaders, and urging further related studies to strengthen leadership in Moroccan HE administration.

Keywords: leadership; distributed leadership; distributed leaders; management; higher education; administration.

Received Date: October 20, 2024

Accepted Date: November 11, 2025

Published Date: December 01, 2025

Available Online at: https://www.ijsrisjournal.com/index.php/ojsfiles/article/view/524