“Management and leadership in university education: Approaches and perspectives”

University education has undergone transcendental changes in recent years. The ten- dencies of adaptation to these advances bring as a consequence that the management models and the leadership exercised by its directors are analyzed looking for a better administration of university entities. The present study reviews the scientific literature on approaches and perspectives on leadership and management in university educa- tion. It aims to establish various aspects, characteristics, and leadership and management styles through the review of scientific articles in the Scopus, Scielo, Proquest, Gale Onfile, and Ebsco databases. Relevant aspects were measured through the analysis of 36 articles published in the last 7 years. As a result, models and redesigns of uni- versity management were obtained, as well as a trend toward developing competencies and new leadership styles of those who lead institutions. It is concluded that university management is characterized by the search for strategies that allow the achievement of the established objectives based on strategic planning. In addition, it includes its role and interrelation with society and innovative models that easily adapt to changes through leadership that seeks commitment and participation, promoting proactive decision-making and emotional intelligence.


INTRODUCTION
University education has undergone significant changes in recent years, with greater significance due to the Covid-19 pandemic. Although it has gradually developed in a staggered manner and emphasized the use of technological tools, in recent years, there has been a radical change in the extended use of the virtual or remote modality to ensure the continuity of its operations.
Since the university is an institution that connects with the interests of society, its management must be effective in achieving not only its objectives but also those of the community. Therefore, it is essential for university management to develop actions that guarantee the academic quality, which is a primary goal of university institutions that comply with policies centered on citizen formation (Yovera Yecerra, 2020). Jiménez (2018) points out that in the strategic educational management carried out by universities, it is essential to reason about demanding aspects, such as the transformation of thinking, adaptation to change, decentralization of decisions, understanding of human action, and flexibility in practices and relationships.

LITERATURE REVIEW
This paper is a review that identifies the contributions of great importance, in the past and present, to the topic being addressed (Arnaú & Sala, 2020), whose main objective is to identify, evaluate, and analyze the sources of primary information collected, in order to answer a specific research question (Kitchenham, 2004).
In this sense, the research review aims to answer the following question: What are the aspects of management and leadership in university education that have been researched in the scientific literature between 2015 and 2021?
The study inquired about the existence of research on the subject in various databases, such as Ebsco, Gale Online, Proquest, Scielo, and Scopus, by using the advanced search (University Management) OR (University Leadership). The inclusion criteria requested the articles published between 2015 and 2021, scientific articles in English and Spanish, and the words were contained in the title. Thus, Figure 1 presents the articles filtered in each database. Figure 2 shows the procedure to discard duplicates and those articles that did not have open access, as well as articles that were related to student leadership or management since the search refers to the leadership exercised by university academic directors.
By reading the abstract, the articles for downloading and reading were selected, extracting the following data: year of publication, authors, journal, link, study objective, main results, and conclusions.
A literature review analyzed various research studies on management and leadership in university education. In the first identification phase, 866 articles were found. Then, applying the inclusion and exclusion criteria, 36 articles were selected for analysis. Taking into account the years of publication of the articles, the inclusion criterion was that the publications were from the last seven years, i.e., from 2015 to 2021. The distribution by years is shown in Figure 3.  The research studies collected were classified into the following dimensions: university management, leadership in higher education, management and leadership in times of crisis, and the relationship between university management and leadership ( Figure 4). According to J. Quijije and K. Quijije (2019), the evaluation of university management is complemented by the level of achievement of the institutional mission and project, as well as the main economic and financial indicators obtained.
Coherence between the administrative processes of university entities and the elements that compose education, such as teaching, research, and extension, must be a fundamental point for their development and growth (Yovera Yecerra, 2020; Gamboa, 2017).
There is an evident need for management models adaptable to a permanent redesign, with an approach focused on innovation and the exchange of experiences (  Concerning the approaches, Soto et al. (2020) point out that, in university administrative management, the structuralist approach predominates, which is characterized by managing according to the organization's internal structure and its interaction with other institutions. On the contrary, in academic management, the functional approach predominates, which is applied vertically.
Education is changing, and virtuality is a critical factor in its development, hence the need to lead management efficiently by professionals with high-level management skills ( Instead of the application of transactional leadership based on rewards and punishments, transfor- San Juan and Bueno (2017) add other essential aspects of university management, such as ideological, charismatic, emotional, and visionary leadership. Based on gender, Tomás-Folch (2017) has also been found analyzing traits in motivation when managing, with notable differences according to the gender of the leaders. The study reveals a strong perception that leadership positions in universities are mostly assigned to the male gender.
The crisis produced by the pandemic has considerably affected education at all levels. Universities were forced to undergo a process of adaptation to get back on their feet and remain operational, particularly considering the leading role they play, which allows them to make a meaningful contribution in terms of knowledge, human capital, technology, science, and infrastructure (Bedoya et al., 2021).   Leaders must have experience, as well as the members of the management team. The creation of formal ethics committees composed of diverse stakeholders is also critical. By infusing values into future crisis plans, higher education leaders can be confident that their responses will be based on the shared values of their communities (Liu et al., 2021).

Factors of importance towards a new leadership approach for quality management in higher education
The relationship between the variables of leadership and management has been researched by Pérez-Ortega and Moreno-Freites (2019). They take into consideration transformational leadership and its direct relationship with university management. This type of leadership is characterized by the fact that it inspires admiration from followers, building strong motivational relationships as it generates commitment and empowerment.
Finally, through the review developed, it is clear that the complexity of today's management of institutions as necessary as universities is an incentive for an exhaustive analysis of the issues related to their management and the leadership they demand. Not only from their development

GENERALIZATION OF THE MAIN STATEMENTS
The study on management and leadership in university education reveals important characteristics that are common to this type of institution, taking into account that all university entities have objectives that go beyond the lucrative aspect and are potentially related to the fundamental role in the development of society as an agent of change.
The studies focus on the importance of planning as the basis for efficient management in university entities, with a structural model that is compatible with the institutional mission and project, and that is tailored to the needs of the entity. Studies that point out the adaptability of management to redesign through the valuable exchange of experiences are increasingly important.
Several researchers agree that management allows measuring the institution's capacity to achieve its mission, so the planning of its activities, functions, links, and objectives must be based on strategic planning consistent with this mission. Therefore, Schmal Simón and Cabrales Gómez (2017) establish that for adequate management it is considered fundamental "autonomy, economic-financial organization and management, academic structures in which functions and responsibilities are distributed, the organization of academic work, institutional and international relations and its promotion abroad, among others" (p. 255).
Therefore, it is clear that effective management ensures that what is planned is executed and continuously improved (Enríquez et al., 2018), assuming the responsibility of guiding the institution to fulfill its mission.
In the articles referred to this point, the emphasis on planning as a tool to support the evaluation of management through a process of continuous improvement is highlighted.
Leadership, as a set of skills of those who manage the organization, is a determining factor in the management of an organization. According to Ospina (2013), at present, flexible leadership is required, which allows a positive influence on the group.
Research on leadership establishes the importance of a versatile, modern manager with knowledge of technological tools who is creative and innovative in the face of the diverse situations that arise.
Flexibility implies not being afraid of change and, in the face of alarming crises, such as what happened in the university environment due to the pandemic, focusing management on commitment and teamwork, which involves having to deal with the new and transmitting tranquility to the organization for the changes that have to be assumed.

DISCUSSION
University management and leadership of managers in university education have been analyzed in recent years through various research studies that explore the tendencies of their main aspects.
It is important to point out that management in higher education institutions has components and characteristics that differ from those of other types of organizations. On the one hand, the administrative aspect, as pointed out by Soto et al. (2020), and, on the other hand, the academic aspect is related to the curriculum and training, as well as the relationship with the community.
It should be considered that the latest events arising from the health crisis have allowed the implementation of planning strategies by adapting to critical situations in companies, especially in edu- Some studies analyzed show serious weaknesses in university management, such as a lack of knowledge of institutional purposes (J. Quijije & K. Quijije, 2019) and the lack of policies and strategies to achieve these purposes in real terms (Gamboa, 2017). This analysis requires a change and redesign in management roles, often evaluated through performance indicators related to goals and the application of standards when they should be qualified through more sensible control mechanisms (Argento & van Helden, 2021 While it is true that directors must have various competencies to exercise management, lead-ership is the most valued, so studies focus on its analysis and perspectives, emphasizing its importance in university management (Bedoya et al., 2020). Some studies explore leadership tendencies, such as the one conducted by San Juan and Bueno (2018). They analyze the way directors face complex situations, which proves that it relies on personal and professional competencies, regardless of gender, age, or type of institution.
Leadership, as a crucial element of quality management, must be exercised by those who manage universities within transparent processes, where meritocracy is applied, so that management positions are assumed by those who have all the experience, knowledge, and aptitude required for them (Ganga et al., 2018).
Transformational leadership is one of the most outstanding ones in the research analyzed since it allows the development of integration skills for teamwork, as well as listening to the members, which results in a greater connection (Pérez-Ortega & Moreno-Freites, 2019). In addition, this type of leadership is more adaptable to changes and less rigid in terms of strictly following rules that do not allow decisions to be made in unexpected situations (Jiménez, 2018).

CONCLUSION
The objective of the systematic literature review was to analyze approaches and perspectives on leadership and management in university education to determine trends in terms of characteristics, styles, and relevant particularities in reference to the subject. The results show that university management has its own characteristics that differentiate it from the management of other types of entities. Therefore, several studies on the subject are carried out to establish essential aspects that allow effective management to achieve objectives, not only for the benefit of the institution but also in terms of the role it performs in society.
As a fundamental aspect of the development of management, strategic planning is considered important for achieving the institutional mission. A constant review, evaluation, and analysis allow the application of continuous improvement processes within the university entities.
The adaptation of management models to complex situations such as the health crisis caused by Covid-19 requires an innovative model and the exchange of experiences that lead to reflection on the use of good practices by directors working in university management. To this end, it is essential to develop a type of leadership that adjusts to the changes in the environment to motivate collaborators, promoting commitment and participation towards the achievement of objectives.