Strategic Leadership
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2 CHAPTERCHAPTER The Ambiguities and Possibilities of Leadership in Higher Education I f strategic leadership is to be an effect ...
22 Strategic Leadership of them focus on the qualities, expertise, and skills required for effectiveness in specific positions o ...
The Ambiguities and Possibilities of Leadership in Higher Education 23 making, gender and multiculturalism, and strategic change ...
24 Strategic Leadership (1986) call “organized anarchy,” that explain these sobering appraisals of presidential authority and le ...
The Ambiguities and Possibilities of Leadership in Higher Education 25 own image about what they can expect leaders to do and us ...
26 Strategic Leadership governance for leadership (see, e.g., Benjamin and Carroll 1998; Duderstadt 2004; Keller 2004; Tierney 2 ...
The Ambiguities and Possibilities of Leadership in Higher Education 27 choice under consideration. Due to their ambiguities of p ...
28 Strategic Leadership Kerr and Gade, 1986, p. 11) Humility about the role and its possibilities is the beginning of wisdom. LE ...
The Ambiguities and Possibilities of Leadership in Higher Education 29 or systematic methods. They are rooted in a concept of cu ...
30 Strategic Leadership Consistent with our emphasis on strategic leadership, it is interesting to note the following central re ...
The Ambiguities and Possibilities of Leadership in Higher Education 31 leaders who are willing to pursue change, take risks, and ...
32 Strategic Leadership good administrative systems and controls, especially in today’s complex organizations. Administrative le ...
The Ambiguities and Possibilities of Leadership in Higher Education 33 multiple realities that they face. Those, for example, wh ...
34 Strategic Leadership a loosely coupled administrative system, decisions and actions in various units are often quite independ ...
The Ambiguities and Possibilities of Leadership in Higher Education 35 the thermostat will work. The more interesting issue is w ...
36 Strategic Leadership and choice processes of academic organizations. Although the president’s role is administratively essent ...
The Ambiguities and Possibilities of Leadership in Higher Education 37 of different styles or frames of leadership also waits be ...
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3 CHAPTERCHAPTER The System and Culture of Academic Decision Making W e have learned that leadership is a complex phenomenon and ...
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