Management is the art of maximizing value from natural resources and human capital. It reflects the results of political, social, economic, and environmental policies adopted by national leaders. Far from neglecting the environmental, financial and economic matters, this research focuses upon the sustainable management of human resources in developing countries, selecting Lebanon as an example. Furthermore, instead of going deep into utopian theories, this research assumes pragmatism in highlighting the deficiencies of management in the developing countries and in recommending policies to be reviewed and possibly adopted. Managing human capital is heavily based on the leader's ability to effectively communicate and transform his/her team members into creative doers. Sustainable public management is based on healthy policies and objectives that must be diligently pursued by managers irrespective of what, in certain cases, the internal and external environment may otherwise dictate. The aim is to maximize the value produced by the available resources

In order to adapt to an increasingly competitive world, organizations need to continuously change, yet the success of the change is conditioned by its institutionalization. The institutionalization of change is the key factor to perpetuate sustainable changes. Based on the exploration of the role of transformational leadership in times of (institutionalization of) change, the objective of this study is to analyze the contribution of the components of transformational leadership on the institutionalization of change within a Lebanese private university Redundancy, engaged in an accreditation process. Through a qualitative method on a single case study, based on semi-structured interviews conducted with 15 senior executives occupying key positions in the studied university and through 15 focus groups with 85 faculty members from four disciplinary fields, we explored the role of each of the four dimensions of transformational leadership in times of institutionalization of change. Our findings highlight the essential role of intellectual stimulation and inspirational motivation of transformational leadership, while the two other dimensions, idealized influence and individualized consideration, play a limited role in the university context of institutionalization of change. Moreover, individual recognition and idealized influence are essential to convince all members of the need for change and involve them in the accreditation process. This study allows us to understand the role of each of the transformational leadership dimensions in order to promote and escort institutionalization of change within high education sector. Received: 16 June 2021Accepted: 20 June 2023

This paper describes the implementation of two management consultancy projects and their impact on the effectiveness of university student affairs unit and the development of human potential. The purpose of this paper is to identify the success factors of change initiatives, to analyze and to overcome the challenges encountered through practical management consultancy tools. Two different approaches are adopted: The EFQM which is an excellence model and the Socio-Economic Approach to Management (SEAM) which is an intervention research dedicated at transforming organizations. The researchers show the results of the EFQM and SEAM change processes introduced in higher education institutions to ensure continuous improvement and development of the student affairs office. The prominent finding is that a participatory consultancy approach results in strong personal staff engagement and commitment. Hence, the application of this managerial approach namely the RADAR (Required results, approach, deployment and assessment), the participatory self-assessment, the “mirror effect”, the internal external strategic plan, improvement analysis, the priority action plan, team formation and building and the estimation of hidden costs assured the implementation of change and improved performance. This intervention research provides a clear understanding for the implications of a management consultancy project and accentuates the significance of the human contribution in institutions.