Abstract
Leadership views at an Agricultural Technical and Vocational Education and Training (TVET) College are studied in terms of developing and sustaining partnerships with external stakeholders. Based on the dispersed leadership concept, which emphasises shared responsibilities and collaborative practices, this study explores the ways leaders employ to develop and sustain these relationships. Such co-operations are crucial for increasing TVET institutions' relevance and responsiveness to community needs, supporting economic growth, and solving major skills shortages. Despite their importance, there is a significant gap in the research on the strategic leadership role in partnership formation and its relationship to educational growth and relevance.
The study takes a qualitative case study method, conducting 10 semi-structured interviews with campus leaders. Document analysis and field notes augment interview data to offer a more complete picture of partnership dynamics. Key findings underscore the need of relational governance, capacity building, and strategic planning as basic factors for effective partnerships. The study also found that reciprocal benefits, similar aims, and responsiveness to local community needs are crucial for sustaining long-term relationships. Budgetary limits, unequal power dynamics, and bureaucratic impediments have all been found in prior research, and they continue to hamper development.
The study's goal is to uncover best practices and lessons for leaders in building and maintaining partnerships, therefore filling a significant gap in the literature. While previous research has focused on operational characteristics of TVET institutions or outcomes such as student placements and curriculum attractiveness, this study is unusual in emphasising strategic leadership in partnerships. The findings offer concrete recommendations for increasing stakeholder participation, encouraging collaborative curriculum creation, and utilising resources through creative ways such as dispersed leadership. These findings provide useful suggestions for other TVET institutions looking to improve their external partnerships and contribute to local and regional economic growth.