292 Index
Quality assurance project (University of
Missouri), 232
Questionnaires: as assessment tool,
228; as communication form, 219;
limitations of, 189; Portrait of a
College or University, 116–18;
statistical analysis of, 30
Ramsden, Paul, 22
Rand Corporation, 229
Reciprocal leadership, 22
Reflective playfulness, 40
Reframing Organizations (Bolman and
Deal), 31
Relational leadership, 7–15
Religious stories, 110–11
Renewing the Academic Presidency report
(Association of Governing Boards of
Universities and Colleges), 25, 29
Research, and strategic inquiry, 244–46
Responsible universities, 121
Responsive/responsible university model,
of academic reality, 65–66
Rhodes, Frank, 4
Rhodes College, 145, 146
The Rise and Fall of Strategic Planning
(Mintzberg), 59
Rituals, of campus communities, 222
Roanoke College, 145
Robins, E. Claiborne, 128
Role: of administration, 81–82; of faculty
members, 246; of governing board,
90–91; of president, 88; of SPC, 93
Roosevelt, Franklin Delano, 125
Rost, Joseph, 9
Rowley, D. J., 57
Rutgers University, 228
Ryan, P., 58
Salem College, and sense of place,
209–10
Scenarios, of SWOT: analysis of, 175–76;
conclusions of, 176; at John Adams
University: business as usual, 174;
competitive marketplace, 175; creative
self-reliance, 174–75
Schein, Edgar, 46
Scholarship Reconsidered report
(Boyer), 245
Schuh, H., 114
Selective excellence, at Yale
University, 212
Senge, Peter, 61, 91, 94, 111, 143
Sense making aspect, of leadership, 9,
40–41, 50, 266–67
Sense of space, and Salem College,
209–10
Shared governance, 25–26; challenges of,
49; discontents of, 48–49
Shinn, Larry, 84
Simsek, H., 114, 126, 127
Smart Communities (Morse), 168
Social change theory, of leadership, 8
Social forces, influence on decision
making, 137
Social trends (PEEST analysis), 159
SPC. See Strategic Planning Council
(SPC)
“Statement on Government of Colleges
and Universities,” 25
Steeples, Douglas, 223
Stories, of campus communities, 222
Story(ies): of Centre College, 113–14;
collegiate, 111–13; critique of, 121;
embodiment of, 124–25; findings/
telling/translating, 114–16; formal
process questionnaire, 116–18;
language of, 114; and leadership,
121–25; and motivation, 131–32;
normative criteria for, 132–33;
organizational/cultural/religious,
110–11; patterns/themes/values/
markers/motifs, 115–16; sources of,
116; translation into themes/values,
118–19. See also Narratives
Strategic assets, 168–69
Strategic conceptualization, 246
Strategic Governance (Schuster, Smith,
Corak, Yamada), 83
Strategic initiatives, and imperatives:
at Brown University, 185; and
imperatives, 184–88; at Monnet
University, 185–87
Strategic inquiry, 103, 131, 244–46