What is included with this book?
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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