critique of the conventional notion of higher education leadership. In response to the Change magazine's (1998) survey of the most influential higher education leaders, Callan (1998) argued that the evaluation of the higher education leaders based on influence and invisibility does not provide an accurate representation of effective higher education leadership today. Rather, Callan (1998) noted that the most effective higher education leaders today often invest their time and efforts in engaging in collaborative team work, instead of enhancing their visibility. Therefore
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