Strategic Leadership

by Morrill, Richard L.

• ISBN13: 9781607096542
• ISBN10: 1607096544
• Format: Paperback
• Copyright: 2010-03-16
• Publisher: Rowman & Littlefield Publishers

Summary

Strategic Leadership addresses deep and continuing issues relating to strategy, governance management, and leadership in higher education during a period of rapid change. Each of these themes is at the heart of current debates about the capacity of universities to respond to new expectations, market realities, reduced state funding, globalization, technology, and a long list of other challenges. Dealing with these issues can immobilize colleges and universities, or it can cause them to become so market-driven that they sacrifice their own legacy of academic values. This book places strategic planning in a new conceptual framework that is oriented to interactive leadership rooted in human agency and values. It will assist academic professionals, stakeholders such as trustees, and students of higher education to better understand and use strategic planning as an effective process and as a method of collaborative leadership. Book jacket.

Author Biography

Richard L. Morrill serves on several corporate and not-for-profit boards and as a consultant on governance, leadership, and strategy to colleges and universities. Following ten years as president of the University of Richmond, he became chancellor and was also named Distinguished University Professor of Ethics and Democratic Values in 1998. He previously served as president of Centre College and of Salem College. He is currently president of the Teagle Foundation.

Table of Contents

Preface	p. xi
Acknowledgments	p. xix
Issues in Leadership and Governance
The Phenomenon of Leadership	p. 3
The Uncertain Place of Leadership in Higher Education	p. 3
Motifs in Leadership	p. 4
Good to Great: A Case Study in Leadership	p. 6
Toward a Phenomenology of Relational Leadership	p. 7
Learning Leadership	p. 15
The Context for the Discipline of Strategic Leadership	p. 18
The Ambiguities and Possibilities of Leadership in Higher Education	p. 21
Forms of Leadership in Higher Education	p. 21
Leadership as Authority: The Case of the College Presidency	p. 23
Leading with Limited Authority	p. 28
The Multiple Frames and Styles of Leadership	p. 31
Integrative Leadership	p. 32
Diverging and Converging Conclusion	p. 35
The System and Culture of Academic Decision Making	p. 39
Ways of Thinking about Leadership	p. 39
Human Agency and Values	p. 40
Structural Conflict in Academic Decision Making	p. 43
Structural Conflict in Values	p. 46
Shared Governance and Its Discontents	p. 48
Leadership and the Reconciliation of the Conflict in Values	p. 49
Preparing for Strategic Leadership
Creating and Situating an Integrative Strategy Process	p. 55
Strategy in Higher Education and the Corporate World	p. 56
Situating the Work of Strategy: Thinking about Strategic Thinking	p. 61
Strategy and Models of Academic Reality	p. 61
A Framework for an Integrated Strategy Process	p. 67
Situating the Elements of Strategy	p. 71
Strategic Governance: Designing the Mechanisms and Tools of Strategy	p. 77
Fragmentation and Complexity in Collegiate Decision Making	p. 77
Case Study: Retention and General Education at Flagship University	p. 78
Strategic Governance	p. 82
Strategy Councils	p. 83
Guidelines for Creating a Strategy Council	p. 85
The Role of the Governing Board	p. 90
Organizing the Work of the SPC	p. 91
Using Strategic Indicators: The Metrics of Identity, Performance, and Aspiration	p. 95
Practicing Strategic Leadership
Integral Strategy: Narratives and Identity in Strategic Leadership	p. 107
Integrating Strategy and Leadership	p. 107
The Birth of Strategy: The Power of Narratives	p. 109
The Story of Centre College	p. 113
Finding, Telling, and Translating the Story	p. 114
Identity Statements	p. 119
Story and Leadership	p. 121
Narratives in the Leadership of Colleges and Universities	p. 125
Narratives in the Discipline of Strategic Leadership	p. 130
Mission and Vision: The Heart of Strategic Leadership	p. 135
Mission and Its Frustrations	p. 136
Mission and Strategy	p. 137
Vision and Leadership: Conceptual Foundations	p. 141
Developing a Strategic Vision	p. 144
Mission, Vision, and Structural Conflict	p. 152
Strategic Position: The External and Internal Contexts	p. 155
Strategic Leadership as a Discipline of Change	p. 155
The Environmental Scan	p. 156
PEEST	p. 157
SWOT Analysis: Strengths and Weaknesses	p. 162
Core Competencies	p. 164
Strategic Assets	p. 168
SWOT Analysis: Opportunities and Threats	p. 169
Scenarios	p. 172
Strategic Position	p. 176
Strategies: Initiatives, Imperatives, Goals, and Actions	p. 179
Integrating Leadership and the Strategy Process	p. 179
Levels of Strategy	p. 182
Strategic Initiatives and Imperatives	p. 184
Strategic Goals	p. 188
Actions	p. 193
Strategic Leadership in Context: From Academic Programs to Financial Models	p. 197
Strategic Thinking and Academic Quality	p. 198
Strategic Leadership and Powerful Learning	p. 199
Admissions: Brands or Stories?	p. 204
The Student Experience	p. 206
Strategy and Facilities	p. 208
Strategy and Financial Resources	p. 210
Fund-raising	p. 214
Implementation: From Strategic Leadership to Strategic Management	p. 217
Communication about Strategy	p. 218
Strategy and Organizational Culture: Norms, Stories, Rituals, and Ceremonies	p. 222
Authority: Leadership, Management, and Control Systems	p. 223
Strategy and Accreditation	p. 226
Strategic Assessment	p. 227
Strategic Program Reviews	p. 231
The Governing Board and the Implementation of Strategy	p. 233
Strategic Integration and Momentum	p. 235
The Limits and Possibilities of Strategic Leadership
Conflict and Change: The Limits and Possibilities of Strategic Leadership	p. 241
Strategic Leadership and Structural Conflict	p. 241
The Strategic Resolution of Structural Conflict in Colleges and Universities	p. 243
Adversarial Limits to Strategic Leadership	p. 248
Strategic Leadership and Change	p. 248
The Nature of Strategic Change	p. 251
Embedded Leadership	p. 255
Conclusion: The Strategic Integration of Leadership	p. 257
Recapitulation	p. 257
The Discipline of Strategic Leadership	p. 258
The Process of Strategic Leadership	p. 259
The Dialectics of Leadership	p. 260
The Strategic Integration of Leadership	p. 262
Bibliography	p. 269
Index	p. 285
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