Strategic Leadership of Change in Higher Education: What's new?

by Marshall; Stephanie

• ISBN13: 9780415411738
• ISBN10: 0415411734
• Format: Nonspecific Binding
• Copyright: 2007-05-24
• Publisher: Routledge

Summary

Drawing on the current research base on the management of change, this book analyzes the key features in planning, delivery and monitoring the impact of planned change initiatives in higher education. Comparing and contrasting the findings of twenty-five action research high level corporate change management projects, the initiatives discussed include: the introduction of Kaplan and Nortona??s a??Balanced Scorecarda?? approach, resulting in strategic mapping at all levels a major cultural shift programme to bring about globalisation of all aspects of the university, taking account the perspectives as to how this should be achieved the introduction of a mentoring scheme to promote diversity and equality and greater understanding and support of black and ethnic minority staff. Filled with practical lessons for leadership and change in higher education, this book raises awareness as to how to tackle topical issues and effectively leaduniversities through major change. With expert commentary and feedback from the stakeholders involved at each institution, Strategic Leadership of Change in Higher Education is essential reading for all those taking on leadership and management positions in higher education.

Table of Contents

List of figures	p. ix
List of tables	p. xi
Contributors	p. xiii
Preface	p. xix
Acknowledgements	p. xxiv
Leading and managing strategic change	p. 1
Structured frameworks for leading and managing change	p. 17
Management by processes and facts	p. 19
Conversational, not confrontational: a new approach to quality	p. 31
Leadership and strategy	p. 42
Change at the top: an evaluation of major changes to leadership, management and organisational structures at Anglia Ruskin University	p. 54
Developing leaders: a structured approach to the enhancement of organisational and individual performance	p. 66
Incentivised approaches to leading and managing change	p. 79
Leading change in developing research and scholarship: the case of a teaching-intensive institution	p. 81
The cultural understanding in leadership and management (CULM) project: phase 1	p. 93
Collaborative research across HEIs: developing effective forms of governance, leadership and management	p. 102
The leadership succession challenge for higher education: a pilot of leadership development centres at Newcastle University	p. 114
Capacity-building to lead and manage change	p. 129
Towards a learning organisation: innovation in professional discourse	p. 131
Embedding equality and diversity in the university	p. 144
Developing and embedding global perspectives across the university	p. 158
The challenge of strategic leadership: leading cultural change	p. 174
Index	p. 188
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