Strategic Leadership

Index 287

steps, 221; strategy report, 220–21; tactics
for, 221–22
Communities: culture of, 222;
development programs, 168; and
empowerment, 11; norms/stories/
rituals/ceremonies of, 222
Competitor/constituency analysis, 161–62
Complaint processes, 27
Complexity, in decision making, 77–78
Conflict: in decision making, 246–47;
and leadership, 10–11, 49–51, 179;
reconciliation of, in values/paradigms,
242; resolution of, 243–46; and vicious
circles/vicious cycles, 242–43
Contextual academic identity model, of
academic reality, 66–67
Contextual leadership, 18–19, 40
Control systems, 224–25
Cooper, William, 128
Core competencies, of leadership:
academic, 165–66; administrative,
166–67
Cornell University, 4
Corporate university model, of academic
reality, 63–64
Council for Financial Aid to
Education, 229
Councils. See Strategy councils
Couturier, L., 205
Creativity, strategic, 148
Crisis, and strategic leadership limits,
254–55
Cultural leadership, 39
Cultural stories, 110–11
Culture: campus issues, 46; of decision
making, 39–51; defined, 46. See also
Organizational culture
Cybernetic leadership, 33–35, 39
Cyberspace, 142

Data gathering, 228–29
Davies, Gordon, 136
Deal, Terrance, 31
Dean selection, case study, 43–46
Decision making: complexity in, 77–78;
conflicts in, 246–47; culture of, 46,
47; decoupled choice processes,
26–27; at Flagship University, 80–81;

fragmentation in, 77–78; garbage-can

model, 39, 80; governance form,

82; influence of social forces/market

realities, 137; management form,

82; and organized anarchy, 26;

presupposition reconceptualization,

161; and strategic leadership, 167–68;

strategy form, 82; structural conflict in,

43–46. See also Dean selection,

case study

Dell Computer, 243

Denning, Stephen, 111

DePree, Max, 61

Dialectics, of strategic leadership, 18, 19,

260–62, 263, 265

Dickeson, Robert, 212

Diehl, Charles, 146

Disciplinary tools, of leadership, 156

Discipline: of change, 155–56; of decision

making, 18; integrative, 131–32; of

management, 64; of marketing, 205; of

strategic leadership, 18–19, 37, 83, 104,

130, 257–59

Discontents, of shared governance, 48–49

The Distinctive College: Antioch, Reed, and

Swarthmore (Clark), 112

Dodd, Ann, 227

Dolence, M. G., 57

Dooris, M. J., 57, 237

Duke University, 144

Eckel, Peter, 22

Economic forces (PEEST analysis), 158–59

Education, and student learning analysis,

203–4

Educational shopping mall model, of

academic reality, 64–65

Educational Testing Service, 230

Educational trends (PEEST analysis), 159

“Education as Empowerment” plan

(Centre College), 221

E-mail, 27, 193

Embedded assessment, 230–31

Embedded leadership, 255–56

Emergent strategies, 58

Empowerment, 11–12, 119, 139, 142,

168, 208

Engaged learning, 129, 142, 159, 200, 203