Model for Development of Informatization Leadership of Deans in Second-Level Colleges of Higher Vocational Institutions in Guangxi Zhuang Autonomous Region, China

Background and Aims: The rapid growth of technologies, such as AI and big data, has reshaped teaching, research, and student services in second-level colleges. More critically, it has transformed the leadership roles and thinking of vocational deans. To drive quality education and talent development, deans must now adopt and effectively practice informatization leadership. The purposes of this research were: 1) to investigate and identify the components of informatization leadership of deans of second-level colleges of higher vocational institutions in Guangxi Zhuang Autonomous Region. 2) to examine the current state, desirable state, and needs regarding informatization leadership of deans of second-level colleges of higher vocational institutions in Guangxi Zhuang Autonomous Region. 3) to develop a model of informatization leadership for deans of second-level colleges of higher vocational institutions in Guangxi, in the context of high-quality development. Methodology: This study used methods including literature review, in-depth interviews with deans, questionnaires, data analysis, and connoisseurship. A questionnaire was developed with a sample of 155 deans from 51 second-level colleges of higher vocational institutions in Guangxi Zhuang Autonomous Region, China, and the sampling survey method was used to assess both the current and desired states of deans in second-level colleges of higher vocational institutions. Results: The findings of this study are summarized as follows: The informatization leadership of deans in second-level colleges within higher vocational institutions comprises four key components and fifteen associated indicators. Both the current and expected states of these components and indicators were evaluated at a high level. The perceived needs, ranked from highest to lowest, were: (1) teaching, research, and innovation; (2) management and evaluation; (3) coordination and cooperation; and (4) decision-making and planning. The standard deviations reflecting the differences between the actual and expected states for each component were 2.73, 2.53, 2.11, and 2.05, respectively. A model of informatization leadership for deans of second-level colleges in higher vocational institutions was developed. This model encompasses four core competencies: decision-making and planning, coordination and cooperation, teaching and research innovation, and management and evaluation. Conclusion: This research aimed to study the informatization leadership of deans in second-level colleges of higher vocational institutions in the Guangxi Zhuang Autonomous Region by analyzing its components, current state, desirable state, and needs, as well as developing a leadership model. The findings revealed that informatization leadership consists of four components and fifteen indicators, all of which were found at a high level. The highest need was in the area of teaching, research, and innovation. A comprehensive leadership model covering all four main components was developed.