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Building academic leadership capacity : a guide to best practices /
"A clear, systematic road map to effective campus leadership developmentBuilding Academic Leadership Capacity gives institutions the knowledge they need to invest in the next generation of academic leaders. With a clear, generalizable, systematic approach, this book provides insight into the el...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Jossey-Bass/A Wiley Brand,
2015.
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| Colección: | Jossey-Bass higher and adult education series.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Title Page; Copyright; Contents; The Authors; Preface; Chapter 1 The Call for Academic Leadership Development; The Cost of Poor Administrative Preparation; Programs Suffer; Institutions Suffer; Individuals Suffer; But Don't Current Programs for University Administrators Already Fill This Need?; A New Paradigm for Developing Academic Leaders; Case Study: The Academic Leadership Forum; Strategy; Structure; Systems; Staff; Skills; Style; Shared Values; Assessment Methodology; Leadership Development Results; Conclusion; Chapter 2 Strategy; The Definition of Leadership.
- 1. Leadership Is a Process2. Leadership Involves Influence; 3. Leadership Affects a Group of People; 4. Leadership Takes Those People in a Shared Direction; 5. Leadership Results in Movement toward an Established Goal; 6. Leadership Engages Others Most Effectively When It Guides Them toward a Visionary Goal; Academic Leadership; Should Your Strategy Include a Distinctive Focus?; The Three Habits; Habits of Mind: The Development of Conceptual Understanding; Habits of Practice: The Development of Skill; Habits of Heart: The Development of Reflective Practice; Clarifying the Strategy.
- Chapter 3 StructureChampion the Cause; Plan Comprehensively; Take Stock; Staff the Program Adequately; Allocate Sufficient Resources; Sustain the Charge; Clarifying the Structure; Chapter 4 Systems; Systems and Leadership Development; The Leadership Environment as a System; Systems Approaches to Leadership; Delivery Models as Systems; Propositions for Developing Leadership Education Systems; Designing a More Flexible System; Conclusion; Clarifying the System; Chapter 5 Staff; Staffing Models; Staff as Support Group; Staff as Expert Consultants; Staff as a Blended Group.
- Staff as Administrative and Clerical SupportInnovative Approaches to Staffing; Training the Trainers; Budgeting for Staff; Clarifying Staffing Issues; Chapter 6 Skills; Strategies for Skill Development; The Importance of Developing a Broad Base of Skills; What Do Administrators Do?; What Do Department Chairs Do?; What Do Deans Do?; What Do Other Academic Leaders Do?; Best Practices in Developing Leadership Skills; Clarifying Skill Development; Chapter 7 Style; Mission and Vision; Specific Focus; Modes of Interaction; Distinctive Program Activities; Desired Program Outcomes.
- Style and Local CultureCompeting Values Framework; Clarifying the Style; Chapter 8 Shared Values; Shared Institutional Values; Leaders' Socialization Strategies; Two Case Studies in Promoting Shared Values; Core Values; Incorporating Personal Values into Leadership; Clarifying Shared Values; Chapter 9 Putting It All Together; Do You Have the Components You Need?; Are There Points of Overlap or Connection among Those Components?; What Do These Connections Suggest about the Program's Identity?; Inclusive Academic Leadership; Final Thoughts; Appendix: Resource Guides; Index; More from Wiley.