Collaborative Leadership Awareness and Organizational Performance in Higher Education China.

The education sector must prepare youth for the fast-changing, innovative, focused economy. The project aims to explain the importance of educational leader awareness of the human interactional sense-making process within a complex system. This kind of leadership is understood as a holistic entity called collaborative leadership. Collaborative leaders are needed to facilitate this knowledge transfer for novelty creation. A joint initiative will promote leadership development by sharing power culture and fostering knowledge transformations in this context. A robust measurement model is designed for this study in China's context that includes four effective collaborative leadership exogenous variables: self-directed teams, sharing power, relational intelligence, and agility on organizational performance that will play endogenous variable roles in this model. The research is constructed according to quantitative methodology using multiple software. The questionnaire adopted the relevant measures from the existing collaborative leadership scale and educational learners’ performance in China. The study sample is calculated with GPower software to select government employees in leadership designation, including director generals, information technology and communication consultants and experts, team leaders, heads of departments and sections, and leaders responsible for the government education transformation program. Structural Equation Modelling (SEM) software will be used in this study to check the measurement, structural, and model fit in China. This model's awareness of collaborative leadership results will predict the importance of Working collaboratively across institutional, universities, and knowledge boundaries toward a shared vision, which would enhance performance and contribute to longer-term transformation and sustainable change in complex educational organizations.