Yes it promotes innovation in modern education because leaders are working together with the young academics and with societies to shape a healthy country of leaders of tomorrow.

Yes.education leaders try topromote innovation in Modren Because Ministry of higher education make an effort to developmet education with international quality standards

يعتمد ذلك على طبيعة القيادة التربوية والسياق الذي تعمل فيه. في بعض الحالات، يمكن أن يكون القادة التربويون عاملًا معيقًا للتقدم إذا تمسكوا بأساليب تقليدية أو قاوموا التغيير خشية المخاطرة أو فقدان السيطرة. على الجانب الآخر، يمكنهم أن يكونوا محفزين للابتكار إذا تبنوا رؤية تقدمية، واستثمروا في التطوير المهني للمعلمين، ودعموا مبادرات التغيير التربوي القائمة على البحث والتجربة.

القادة الناجحون هم أولئك الذين يوازنون بين الحفاظ على القيم التربوية الأساسية وتشجيع الإبداع والابتكار، مما يؤدي إلى تطور مستدام في منظومة التعليم.

Strategies to foster civic engagement in your university

"Now more than ever, higher education institutions hold a unique position as hubs of knowledge, innovation and leadership development. Universities and colleges not only prepare students for professional success but also shape their character as socially conscious citizens. Leadership within higher education plays a critical role in fostering civic engagement and driving social change.

By creating inclusive policies, promoting service-learning initiatives and building community partnerships, university administrators and faculty can inspire active participation in societal challenges and ensure education serves as motivation for meaningful change...

Therefore, higher education institutions have a dual responsibility: to act as role models for civic behaviour and to integrate civic engagement into their curricula and campus culture.

This not only benefits students by providing hands-on learning experiences but also contributes to the public good. By prioritising civic engagement, universities fulfil their role as societal pillars that bridge the gap between academia and community needs..."

https://www.universityworldnews.com/post.php?story=2024121009372235

The Hidden Leadership Trap: Overcoming Reverse Delegation in Academia

"Academia, we all know, thrives on collaboration. Journal editors collaborate with peer reviewers; peer reviewers also have multiple responsibilities as they juggle research, teaching, and administrative duties. Librarians, on the other hand, balance traditional processes with the evolving demands of technology, while administrators manage competing priorities across different departments. It is this web of shared responsibilities that often leads to reverse delegation — where tasks, instead of being carried out by the delegate, return to the delegator.

The hierarchical culture of academia is probably a key reason for this culture of reverse delegation. Junior employees, students, or early-career researchers may not seek clarification or may resist taking on assignments for fear of coming across as incapable or disrespectful. They may redirect responsibilities back to senior faculty or administrators. Has this happened to you as well? And don’t you think this places undue pressure on leaders, who often feel obligated to shoulder these tasks? The result is a cycle where leaders are burdened with work that should instead be distributed, and in the process team members deny themselves opportunities to grow their own skills and confidence.

While reverse delegation may seem like a minor inconvenience, it can negatively affect efficiency, team morale, and innovation. Leaders are in their position for the value they bring to the table but if they focus on tasks meant for others then strategic thinking and long-term planning may suffer. For example, top researchers are often recruited to serve as editors-in-chief for journals, largely because of their unique ability to provide a high-level vision for the future of the field and the journal. But when those editors take on (rather than delegate) the daily administrative tasks of running a journal, things bog down and delays are created, resulting in unhappy authors and publishers.

At the same time, team members whose responsibilities are taken back by their leaders may feel undervalued and disempowered. This creates a culture of dependency, eroding individual autonomy and problem-solving capabilities.

Such inefficiencies caused by reverse delegation extend to institutional resources, disrupting publishing workflows and wasting valuable time and energy that could be redirected toward innovation and growth.

To solve this, academia needs a cultural shift — one that promotes clear communication and empowers all members of the academic ecosystem to take ownership of their roles and their goals. Responsibilities need to be shared, not returned.

So how we can we work together to break this cycle of reverse delegation?..."

https://scholarlykitchen.sspnet.org/2025/04/23/the-hidden-leadership-trap-overcoming-reverse-delegation-in-academia/?informz=1&nbd=&nbd_source=informz