Ambiguity of leadership arises when multiple sets of conflicting information simultaneously vie and contend for relevance. Leaders prefer to use familiar frameworks of meaning to situate knowledge and information within the context of the age, higher education, the profession, and the roles and responsibilities of individuals at the university. Ambiguity occurs when the conflicting information appears to become legitimate relative to what was formerly familiar, creating a sense of uncertainty that makes leadership contentious. This entry discusses ambiguity in multiple leadership contexts, then looks at the origins and sources of ambiguity in higher education. The entry concludes by discussing ways that higher education leaders can lead and manage in situations of ambiguity.

Ambiguity is caused by the intrusion of conflicting information or lack of information and ...