By Richard L. Morrill
Strategic management addresses deep and carrying on with concerns in relation to technique, governance, administration, and management in larger schooling in the course of a interval of swift swap. each one of those issues is on the center of present debates in regards to the ability of universities to reply to new expectancies, industry realities, diminished nation investment, globalization, expertise, and an extended record of different demanding situations. facing those matters can immobilize faculties and universities, or it could possibly lead them to turn into so market-driven that they're going to sacrifice their very own legacy of educational values. This publication areas strategic making plans in a brand new conceptual framework that's orientated to interactive management rooted in human supplier and values. it is going to support educational pros, stakeholders similar to trustees, and scholars of upper schooling to higher comprehend and use strategic making plans as a good approach and as a style of collaborative management
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Extra resources for Strategic Leadership: Integrating Strategy and Leadership in Colleges and Universities
Sample text
Contemporary leadership scholars such as James O’Toole (1995), Ronald Heifetz (1994), Joanne Ciulla (1998, 2002, 2005), Douglas Hicks and Terry Price (2006) Terry Price (2005), Howard Gardner (1995), John Gardner (1990), and James MacGregor Burns (1978, 2003) place ethics and moral integrity at the heart of leadership. Leadership, Conflict, and Change Invariably, changing circumstances or the leader’s chosen directions will stir up resistance and engender conflicting interests among some constituents, which reveals another defining characteristic of leadership.
Bok 2006). Colleges and universities also are characterized by fluid participation in their systems of governance. Many professors show minimal interest in organizational matters and prefer to be left alone to do their work. They wander in and out of the decision-making process depending on circumstance and inclination. Cohen and March conclude that these characteristics do not “make a university a bad organization or a disorganized one; but they do make it a problem to describe, understand, and lead” (1986, 3).
According to Joseph Rost, “Followers and leaders develop a relationship wherein they influence one another as well as the organization and society, and that is leadership. They do not do the same things in the relationship . . but they are both essential to leadership” (1995, 192). The relationship has characteristic features and patterns of interaction that give it texture and meaning. Leadership as Sense Making One of the central forms of reciprocity is effective communication between leaders and followers about the challenges and issues that they face together.
