Identifying the Characteristics of Academic Boundary-Spanning Leadership: A Meta-Synthesis Study

Document Type : Original Article

Authors

1 M.A in Educational Management, Department of Educational Sciences, Faculty of Literature and Humanities, Malayer University, Malayer, Iran

2 Associate Professor, Department of Educational Sciences, Faculty of Literature and Humanities, Malayer University, Malayer, Iran

3 PhD in Educational Management, Department of Educational Sciences, Faculty of Humanities, Bu-Ali Sina University, Hamedan, Iran.

Abstract

Background and Objective: This study aimed to develop a model, based on previous studies, to identify the characteristics of boundary-spanning academic leadership.
Research Methodology: The present study is a qualitative research conducted using the meta-synthesis method. The seven-step approach of Sandelowski and Barroso (2007) was employed to synthesize previous studies.
Findings: The findings revealed that the characteristics of boundary-spanning academic leaders can be categorized into three main areas: key skills and attributes of boundary-spanning academic leadership, organizational structure for boundary-spanning academic leadership, and boundary-spanning strategies and their implementation processes within the university.
Discussion and Conclusion: The overall conclusion emphasizes that boundary-spanning academic leadership requires a combination of individual skills, supportive organizational structures, and operational strategies. ​​Therefore, all identified categories within this study's conceptual model are complementary and crucial for the success of a boundary-spanning leader​. ​The practical implications for universities include empowering leaders, redesigning organizational structures, institutionalizing a culture of boundary-spanning, and developing collaborative networks. ​For policymakers in higher education, the practical implications involve formulating supportive strategies and reforming recruitment and promotion policies. ​Finally, for researchers, it entails the development of tools to assess this leadership style.

Keywords

Main Subjects

References

Aldrich, H., & Herker, D. (1977). Boundary spanning roles and organization structure. Academy of Management Review, 2(2), 217-230. [DOI: 10.2307/257905]
Andrin, G., Kilag, O. K., Groenewald, E., Benitez, J., Dagala, F., & Ubay, R. (2024). Borderless Learning Environments: Impacts on Educational Management Strategies. International Multidisciplinary Journal of Research for Innovation, Sustainability, and Excellence (IMJRISE), 1(2), 43-49.‏ [DOI: 10.5281/zenodo.11138470]
Aldrich, H., & Herker, D. (1977). Boundary spanning roles and organization structure. Academy of Management Review, 2(2), 217-230. [DOI: 10.2307/257905]
Alcott, D. (2014). Beyond the boundaries: The future for borderless higher education. In Cross-Cultural Interaction: Concepts, Methodologies, Tools, and Applications, 1604-1622. [DOI: 10.4018/978-1-4666-4979-8.ch091]
Baas, M., Schuwer, R., van den Berg, E., Huizinga, T., van der Rijst, R., & Admiraal, W. (2023). The role of brokers in cultivating an inter-institutional community around open educational resources in higher education. Higher Education, 85(5), 999-1019. [DOI: 10.1007/s10734-022-00876-y]
Butler, C. L., Zander, L., Mockaitis, A., & Sutton, C. (2012). The global leader as boundary-spanner , bridge maker, and blender. Industrial and Organizational Psychology, 5(2), 240–243.[DOI: 10.1111/j.1754-9434.2012.01439.x]
Chau, V. S., Gilman, M., & Serbanica, C. (2017). Aligning university–industry interactions: The role of boundary spanning in intellectual capital transfer. Technological Forecasting and Social Change, 123, 199-209. [DOI: 10.1016/j.techfore.2016.03.013]
Christopherson, E. G., Howell, E. L., Scheufele, D. A., Viswanath, K., & West, N. P. (2021). How science philanthropy can build equity. Stanford Social Innovation Review, 19(4), 48-55. [DOI: 10.48558/P4G8-QM77]
Choobandian, R. , Khanlari, A. , Yazdani, H. R.  & Abedi, E. (2021). Proposing a Framework for Strategic Development of Branding Process Based on the CIPP Model: A Meta-synthesis Approach. Journal of Business Management, 13(2), 306-336. [DOI: 10.22059/jibm.2021.317700.4040]. (In Persian).
Collien, I. (2021). Concepts of power in boundary spanning research: A review and research agenda. International Journal of Management Reviews, 23(4), 443-465.[ DOI: 10.1111/ijmr.12251]
Colman, H. L., & Rouzies, A. (2019). Postacquisition boundary spanning: A relational perspective on integration. Journal of Management, 45(5), 2225-2253 [DOI: 10.1177/0149206318759400]
Compton, M., & Alsford, S. (2024). Prestige, power, practice, and professional development: exploring transnational teachers’ experiences of a UK-based lecturer development course. International Journal for Academic Development, 29(1), 48-61.  [DOI: 10.1080/1360144X.2022.2119240]
Critical Appraisal Skills Programme (CASP). (2018). CASP Systematic Review Checklist. Retrieved from[ https://casp-uk.net/casp-tools-checklists/]
Eshtehardi, M., & Ali, S. (2022). Structural-interpretative modeling of strategies for achieving the mission of education in an entrepreneurial and community-oriented university. Quarterly Journal of Research and Planning in Higher Education, 28(2), 33-64.[  DOI: 10.52547/irphe.28.2.33]. ( In Persian)
Fehrenbach, H., & Huisman, J. (2024). A systematic literature review of transnational alliances in higher education: the gaps in strategic perspectives. Journal of Studies in International Education, 28(1), 33-51. [DOI: 10.1177/10283153221137680‏]
Gauntner, J. & Hansman, C. A. (2017). Boundary-Spanner Role Conflict in Public Urban Universities. Journal of Higher Education Outreach and Engagement, 21 (1), 104-131.
Gwet, K. L. (2014). Handbook of inter-rater reliability: The definitive guide to measuring the extent of agreement among raters. Advanced Analytics, LLC.
Ghoreishi Khorasgani, M.-S., & Nazarzadeh Zare, M. (2021). A look at the challenges of academic boundary-spanning leaders. Iranian Higher Education, 13(2), 72–95. [DOI: 20.1001.1.20088000.1400.13.2.5.1] ( In Persian)
Jesiek, B. K., Mazzurco, A., Buswell, N. T., & Thompson, J. D. (2018). Boundary spanning and engineering: A qualitative systematic review. Journal of Engineering Education, 107(3), 380-413. [DOI: 10.1002/jee.20219]
 
Kang, Y., Xiong, W., & Yang, L. (2024). International Higher Education and Cross-Border Connections: Evidence from Asia. Higher Education Policy, 1-17.‏  [DOI: 10.1057/s41307-024-00363-2  ]
Kotter, J. P. (1990). How leadership differs from management. New York: Free Press, 240, 59-68.
Keszey, T. (2018). Boundary spanners’ knowledge sharing for innovation success in turbulent times. Journal of Knowledge Management, 22(5), 1061-1081. ‏ [DOI: 10.1108/JKM-01-2017-0033]
Kousgaard, M. B., Joensen, A. S. K., & Thorsen, T. (2015). The challenges of boundary spanners in supporting inter-organizational collaboration in primary care–a qualitative study of general practitioners in a new role. BMC Family Practice, 16, 1-9. [DOI: 10.1186/s12875-015-0231-z]
Liu, Y., & Meyer, K. E. (2020). Boundary spanners, HRM practices, and reverse knowledge transfer: The case of Chinese cross-border acquisitions. Journal of World Business, 55(2), 100958. [DOI: 10.1016/j.jwb.2018.07.007]
Louise Mors, M., Rogan, M., & Lynch, S. E. (2018). Boundary spanning and knowledge exploration in a professional services firm. Journal of Professions and Organization, 5(3), 184-205 [DOI: 10.1093/jpo/joy012].
Martin, L., & Ibbotson, P. (2021). Boundary spanning as identity work in university business engagement roles. Studies in Higher Education, 46(7), 1272-1284. [DOI: 10.1080/03075079.2019.1688281]
Marrone, J. A. (2010). Team boundary spanning: A multilevel review of past research and proposals for the future. Journal of management, 36(4), 911-940. [DOI: 10.1177/014920630935394]
Mell, J. N., van Knippenberg, D., van Ginkel, W. P., & Heugens, P. P. (2022). From boundary spanning to intergroup knowledge integration: The role of boundary spanners’ metaknowledge and proactivity. Journal of Management Studies, 59(7), 1723-1755.[DOI: 10.1111/joms.12797]
Messenger, H., & Bloisi, W. (2020). Experience, skill and competence: boundary spanning capabilities for leadership and management of transnational education. In Leadership Strategies for Promoting Social Responsibility in Higher Education (pp. 141-160). Emerald Publishing Limited [DOI: 10.1108/S2055-364120200000024013].
Morris, G. R., Morris, J., & Li, L. (2023). Enhancing educational leadership in transnational higher education. In Handbook of Research on Developments and Future Trends in Transnational Higher Education (pp. 341-358). [DOI: 10.4018/978-1-6684-5226-4.ch018]
Nazarzadeh Zare, M., & Ghoraishi Khorasgani, M. S. (2022). Boundary-spanning leadership as a necessity for academic administrators. International Journal of Educational Management, 36(4), 527-540. [DOI: 10.1108/IJEM-09-2021-0384]
Needham, C., Mastracci, S., & Mangan, C. (2017). The emotional labour of boundary spanning. Journal of Integrated Care, 25(4), 288-300. [ DOI: 10.1108/JICA-04-2017-0008]
Norollahee, S., & Ghanbari, S. (2024a). Identifying the Antecedents and Consequences of Boundary Spanning of Industry and University Communication with a Mixed Meta-Synthesis Approach. Journal of Applied Sociology, 35(1), 83-108. [DOI:10.22108/jas.2024.138906.2431] ( In Persian)
 
Norollahee, S., & Ghanbari, S. (2024b). Designing and Validating the Model of the Characteristics of Boundary Spanner Faculty Members. Quarterly Journal of Research and Planning in Higher Education, 30(3), 1-19. [DOI: 10.61838/KMAN.IRPHE.30.3.1] ( In Persian)
Oonk, C., Gulikers, J. T. M., den Brok, P. J., Wesselink, R., Beers, P.-J., & Mulder, M. (2020). Teachers as brokers: adding a university society perspective to higher education teacher competence profiles. Higher Education, 80(4), 701-718. [DOI: 10.1007/s10734-020-00510-9]
Özdemir, M., Kesik, F., Uslu, B., Aypay, A., & Çalıkoğlu, A. (2025). Boundary‐Spanning and Sustainability in the Digital Higher Education Space: A Case Study of Anadolu University. Higher Education Quarterly, 79(1), e12588. [DOI: 10.1111/hequ.12588]
Perkmann, M., & Schildt, H. (2015). Open data partnerships between firms and universities: The role of boundary organizations. Research Policy, 44(5), 1133-1143.[ DOI: 10.1016/j.respol.2014.12.006]
Prysor, D., & Henley, A. (2018). Boundary spanning in higher education leadership: Identifying boundaries and practices in a British university. Studies in Higher Education, 43(12), 2210-2225. [DOI: 10.1080/03075079.2017.1318364]
Purcell, J. W., Pearl, A., & Van Schyndel, T. (2020). Boundary spanning leadership among community-engaged faculty: An exploratory study of faculty participating in higher education community engagement. Engaged Scholar Journal, 6(2), 1-30. [DOI: 10.15402/esj.v6i2.69398]
Rossi, F., De Silva, M., Baines, N., & Rosli, A. (2022). Long‐term innovation outcomes of university–industry collaborations: the role of ‘bridging’vs ‘blurring’boundary‐spanning practices. British Journal of Management, 33(1), 478-501.  [DOI:10.1111/1467-8551.12449]
Sandelowski, M., & Barroso, J. (2007). Handbook forsynthesizing qualitative research. SpringerPublishing Company [DOI:10.46743/2160-3715/2009.2820.]
Sandmann, L. R., Jordan, J. W., Mull, C. D., & Valentine, T. (2014). Measuring boundary-spanning behaviors in community engagement. Journal of higher education outreach and engagement, 18(3), 83-96.[DOI: 10.15402/esj.v6i2.69398]
Sahadev, S., Purani, K., & Malhotra, N. (2015). Managing boundary spanning elements: An introduction. Boundary Spanning Elements and the Marketing Function in Organizations: Concepts and Empirical Studies, 1-8. [DOI:10.1007/978-3-319-13440-6_1]
Satheesh, S. A., van Meerkerk, I., Verweij, S., Busscher, T., & Arts, J. (2024). Enabling boundary spanners in public–private collaboration: The impact of support and role autonomy on reducing role stress. Public Administration, 102(2), 405-424.[DOI: 10.1111/padm.12927]
Schotter, A. P., Mudambi, R., Doz, Y. L., & Gaur, A. (2017). Boundary spanning in global organizations. Journal of Management Studies, 54(4), 403-421. [DOI:10.1111/joms.12256]
Sahadev, S., Purani, K., & Malhotra, N. (2015). Managing boundary spanning elements: An introduction. In Boundary Spanning Elements and the Marketing Function in Organizations: Concepts and Empirical Studies (pp. 1-8). Cham: Springer International Publishing.
Søderberg, A-M., & Romani, L. (2017). Boundary-spanners in Global Partnerships: A Case Study of an Indian Vendor’s Collaboration with Western Clients. Group & Organization Management, 42(2), 237-278. [DOI: 10.1177/1059601117696618 ]
Skolaski, J. P. (2012). Boundary spanning in higher education: How universities can enable success. [The University of Wisconsin – Madison, Doctor of Philosophy, Community and Nonprofit Leadership]. ProQuest Dissertations Publishing.
Taheri, M., & van Geenhuizen, M. (2016). Teams' boundary-spanning capacity at university: Performance of technology projects in commercialization. Technological Forecasting and Social Change, 111, 31-43. [DOI: 10.1016/j.techfore.2016.06.003]  ( In Persian)
Van Meerkerk, I., & Edelenbos, J. (2021). Becoming a competent boundary spanning public servant. In The Palgrave handbook of the public servant (pp. 1437-1452). Cham: Springer International Publishing. [DOI:10.1007/978-3-030-03008-7_39-1]
Weerts, D. J., & Sandmann, L. R. (2010). Community Engagement and Boundary-Spanning Role sat Research Universities. The Journal of Higher Education, 81(6), 632-657. [DOI: 10.1080/00221546.2010.11779075]
Wu, J., & Wu, Z. (2014). Local and international knowledge search and product innovation: The moderating role of technology boundary spanning. International Business Review, 23(3), 542-551. [DOI: 10.1016/j.ibusrev.2013.09.002]
Williams, P. (2012). Collaboration in public policy and practice: Perspectives on boundary spanners. Policy Press. [DOI: 10.2307/j.ctt1t89g31]
Zheng, Z., & Ahmed, R. I. (2024). Humble leadership and employee creative performance in China: the roles of boundary spanning behavior and traditionality. Personnel Review, 53(1), 193-210. [DOI:10.1108/PR-10-2021-0775
Applied Educational Leadership
Volume 6, Issue 4
December 2026

Files

History

  • Receive Date: 02 July 2025
  • Revise Date: 25 September 2025
  • Accept Date: 28 September 2025

Share

How to cite

Statistics