Leadership Crisis in Indian Universities: Finding Mr./Ms.Right by Breaking the Mould.

It is disheartening to witness the decline of academic leaders known for their ethical conduct and commitment to institutions' well-being, many of whom have succumbed to incompetence and corruption. Recent cases include the removal of Delhi University's vice-chancellor for administrative violations and allegations of financial irregularities against the vice-chancellor of Jamia Hamdard University. The new Education Minister of Bihar resigned over corruption allegations from his tenure as vice-chancellor of Bihar Agriculture University. Such incidents underscore the need for ethical leadership in universities. Instances of corruption and malpractice among top university officials are escalating, often shielded from public scrutiny due to their political connections or fear of reprisal.

One VC from south India even publicly said: "One VC is equal to 2 C (2 crore rupees, at that time,the amount was big)." Meaning, even a VC has a price. It is obvious that the power will be misused. The rot mainly lies in the search committees, which largely have failed to search and select outstanding persons as vice-chancellors, who not only are distinguished academicians but also have a clear vision/mission and, most importantly, have a proven track record of administrative abilities, personal integrity, and honesty. It is sad to state that the ‘Academic Leaders’ who were known for their ethical conduct, professional ethics, and strong commitment to the greater good of the institutions, many of them are now found to have degenerated into monumental incompetence and corruption. Now it is common to see that the vice-chancellors and top officers of the universities remain in the news less for the good they do but more for the alleged corruption charges and other misdeeds. In 2019, in the conference of vice-chancellors, Mr. Purohit, Hon. Governor, Tamil Nadu said that it was a blot on our civilization to see vice-chancellors and university professors being prosecuted for corruption. He further stated that vigilance raids on 2 former vice-chancellors, the arrest of a sitting vice-chancellor, and the suicide committed by a former registrar in the last two years bear testimony to the worsening conditions of universities (Rohan Premkumar, 20th Dec. 2019, The Hindu). These are not isolated cases but the problems of corruption and other malpractices by top authorities in the universities are achieving serious dimensions day-by-day. The fact is that only a tip of the iceberg comes into public notice. The misuse of powers and the irregularities committed by many vice-chancellors do not come into public notice either due to their strong connections with powerful politicians/investigating agencies or people privy to their misdeeds fear to report their wrongdoings for one reason or another. More shocking behavior on their part has been that many vice-chancellors, contrary to their sworn duty to see that the provisions of the Act, the Statutes and the Regulations are faithfully observed, have been found themselves violating the rules and regulations at will. The misuse of power and violation of regulations by some vice-chancellors have tarnished the reputation of universities. Many have been found violating rules without consequences, betraying their sworn duty to uphold institutional integrity. Addressing these challenges requires a concerted effort to instill ethical leadership and governance in universities.

Moreover, the current state of leadership and governance in Indian universities, as highlighted in the NEP-2020, reveals a concerning trend of suboptimal governance and leadership. This has prevented universities from achieving international standards of excellence. The QS World University Rankings 2023, Report is a testimony of this . Only 8 Indian institutes, all of which are IITs and IISc Bangalore, made it to the top 500. None were ranked in the top 100. This glaring disparity underscores the urgent need for effective leadership in Indian universities. Instances of corruption and malpractice among top university officials are also on the rise, further highlighting the need for ethical and competent leadership. Such incidents not only tarnish the reputation of the institutions but also erode public trust in the education system.

The absence of outstanding and enthusiastic institutional leaders who foster excellence and innovation is a major factor contributing to this trend. This raises the question, "Do We Have a Dearth of Outstanding Academic Leaders?" While India boasts talent comparable to the best globally, the past few decades have seen ordinary individuals occupying the position of vice-chancellors. Political interference in the selection process of vice-chancellors is often cited as a contributing factor. The root cause lies in search committees, which have failed to select academicians with a clear vision, proven administrative abilities, and personal integrity.

It is essential to recognize that leadership talents are not confined to premier institutions like IITs or IIMs. Overemphasis on selecting leaders from the so called starry-eyed - institutions has, in fact, led to dismal results in many cases. Exceptional leaders can emerge from ordinary institutions as well, provided they possess the requisite qualities of vision, integrity, and commitment to excellence. The focus should be on identifying and nurturing leadership potential wherever it exists, rather than limiting the pool of candidates to a few prestigious institutions. This approach will not only enhance the quality of leadership in Indian universities but also ensure a more diverse and inclusive leadership landscape. As the foundation of an institution, leaders can either bolster its growth or lead it astray. What then sets apart an exceptional academic leader? An outstanding academic leader-Mr/Ms Right is a visionary, consistently demonstrating energy and commitment to the university's vision and mission. S/he upholds high moral standards in governance, displaying selfless dedication to institutional goals, earning widespread trust and respect, and inspiring others to work towards the institution's greater good. S/he prioritizes merit, performance, and personal integrity, striving for excellence in all endeavors. These qualities are not exclusive to a select few institutions but can be found in leaders from a variety of backgrounds. It is time to break the mould for Mr/Ms. Right.