Social Capital as a Catalyst for Leadership Excellence: The Mediating Role of Institutional Reputation in Indian Higher Education
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| Title: | Social Capital as a Catalyst for Leadership Excellence: The Mediating Role of Institutional Reputation in Indian Higher Education |
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| Language: | English |
| Authors: | Vaishnavi Balaji, R. Manigandan, R. Supriya, A. Shakti Priya, Bhanu Sree Reddy, Manju Shree Raman, Mitku Assefa |
| Source: | International Journal of Learning and Change. 2025 17(4):381-408. |
| Availability: | Inderscience Publishers. World Trade Centre Building II 29 route de Pre-Bois Case Postale 856 CH-1215, Geneva 15, Switzerland. e-mail: editor@inderscience.com; Web site: https://www.inderscience.com/jhome.php?jcode=ijlc |
| Peer Reviewed: | Y |
| Page Count: | 28 |
| Publication Date: | 2025 |
| Document Type: | Journal Articles Reports - Research |
| Education Level: | Higher Education Postsecondary Education |
| Descriptors: | Social Capital, Reputation, Colleges, Leadership Effectiveness, Higher Education, College Administration, Administrator Effectiveness, Correlation, Trust (Psychology), Interpersonal Relationship, Cooperation, Networks, Leadership Qualities, Foreign Countries |
| Geographic Terms: | India |
| DOI: | 10.1504/IJLC.2025.149598 |
| ISSN: | 1740-2875 1740-2883 |
| Abstract: | Drawing upon social capital theory, this study aims to investigate the impact of social capital on leadership effectiveness through mediating role of institutional reputation in higher educational institution. Data were collected from 310 academic leaders, including HODs, area chairs, and deans, using a structured online questionnaire. The sampling technique used was purposive sampling. Partial least squares structural equation modelling (PLS-SEM) was employed for analysis. The results indicate a significant positive relationship between social capital and leadership effectiveness, highlighting the importance of interpersonal trust, collaborative culture, and professional networks in influencing strategic vision, decision-making, and transformational leadership skills. Moreover, institutional reputation is identified as a partial mediator in this relationship, indicating that robust social capital not only improves direct leadership outcomes but also enhances the perceived credibility and prestige of institutions, hence strengthening leadership legitimacy and influence. This study enhances the sparse empirical literature linking social capital and leadership within the Indian higher education sector and provides pragmatic insights for policymakers and institutional leaders aiming to cultivate trust-based cultures and reputational capital. The study concludes with ideas for cultivating social capital via inclusive governance, faculty involvement, and external collaborations to improve leadership efficacy and ensure sustained institutional success. |
| Abstractor: | As Provided |
| Entry Date: | 2026 |
| Accession Number: | EJ1497494 |
| Database: | ERIC |
| Abstract: | Drawing upon social capital theory, this study aims to investigate the impact of social capital on leadership effectiveness through mediating role of institutional reputation in higher educational institution. Data were collected from 310 academic leaders, including HODs, area chairs, and deans, using a structured online questionnaire. The sampling technique used was purposive sampling. Partial least squares structural equation modelling (PLS-SEM) was employed for analysis. The results indicate a significant positive relationship between social capital and leadership effectiveness, highlighting the importance of interpersonal trust, collaborative culture, and professional networks in influencing strategic vision, decision-making, and transformational leadership skills. Moreover, institutional reputation is identified as a partial mediator in this relationship, indicating that robust social capital not only improves direct leadership outcomes but also enhances the perceived credibility and prestige of institutions, hence strengthening leadership legitimacy and influence. This study enhances the sparse empirical literature linking social capital and leadership within the Indian higher education sector and provides pragmatic insights for policymakers and institutional leaders aiming to cultivate trust-based cultures and reputational capital. The study concludes with ideas for cultivating social capital via inclusive governance, faculty involvement, and external collaborations to improve leadership efficacy and ensure sustained institutional success. |
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| ISSN: | 1740-2875 1740-2883 |
| DOI: | 10.1504/IJLC.2025.149598 |
