The Role of Leadership in Promoting Innovation in Pakistani Higher Education

Abstract

This mixed-methods study investigated the role of leadership in promoting innovation within Pakistani Higher Education Institutions (HEIs). Data was collected through semi-structured interviews with 45 senior leaders (VCs, Pro-VCs, Deans) and structured questionnaires administered to 300 faculty/administrative staff across 15 purposively sampled public and private universities in major Pakistani cities. Quantitative analysis (SPSS) revealed transactional leadership as the most perceived style, but transformational leadership demonstrated the strongest positive correlation (r=.65, p<.01) and predictive power (β=.542, p<.000) for innovation culture. Laissez-faire leadership showed negative correlations. Qualitative thematic analysis (NVivo) confirmed the quantitative findings but highlighted a stark reality: leaders are constrained by systemic barriers, primarily severe resource scarcity, paralyzing bureaucracy (often linked to HEC regulations), faculty capacity/resistance, and socio-political pressures, forcing a predominantly transactional focus despite recognizing the need for transformational approaches. Private universities reported marginally more conducive environments. The study concludes that while transformational leadership is crucial for fostering innovation, its potential in Pakistan is severely limited by the prevailing ecosystem. Recommendations include HEC regulatory reform towards enabling frameworks, sustainable resource mobilization, and targeted leadership development. Addressing these systemic constraints is paramount for unlocking HEIs' innovative potential.