Index 293
Strategic integration: and momentum,
235; of strategic leadership, 59–61,
107–8, 179–82, 262–67
Strategic leadership, 74–75; actions/
tactics, 193–95; adversarial limits,
248; aims of, 50; assumptions, 258;
as authority, 23–28; bureaucratic
frame of, 31–32; and campus decision
making, 167–68; and change, 155–56,
248–51, 254–55; choices of, 181–82;
and conflict/change, 10–11, 44–46;
contemporary concept implications,
14; context for, 18–19; core compe-
tencies, 164–67; and crisis, 254–55;
decision making presupposition
reconceptualization, 161; demands of,
135; dialectics of, 260–62; discipline
of, 18–19, 37, 83, 104, 130, 257–59; as
discipline of change, 155–56, 257–59;
and empowerment, 11–12; essentials
tasks of, 121–22; and facilities, 208–10;
forms of, 125; as fundamental, 8–9;
fundamental problem of, 78; and goals/
purpose, 135; and higher education,
3–4; integration of, 59–61, 179–82,
262–67; learning of, 264–66; and
legacy, 125–29; levels of, 182–84;
with limited authority, 28–31; limits
of, 254–55; and marketing, 205; and
mission development, 135–53; motifs,
4–6; multiple frames/styles, 31–32;
narratives in discipline of, 130–33;
narratives of, 122; as pattern of
influence, 5; and positions of authority,
12; and powerful learning, 199–204;
prerequisites of, 108–9; process of,
259–60; reciprocity with management,
180–81; as relational, 9; relationship
with management, 217; as sense
making, 9, 40–41, 50, 266–67;
as service, 14; and stories, 121–25;
of strategic processes, 74–75; and
structural conflict, 241–43; tests of, 21;
ways of thinking about, 39–40. See also
Adaptive leadership; Administrative
leadership; Collaborative leadership;
Collegial leadership; Contextual
leadership; Cultural leadership;
Cybernetic leadership; Embedded
leadership; Intellectual leadership;
Leadership styles; Limited
authority leadership; Moral leadership;
Political frame, of leadership;
Relational leadership; Symbolic
frame, of leadership; Transactional/
transformational leadership
Strategic Planning Council (SPC), 83;
academic program recommendations,
192; effectiveness concerns, 89; faculty
involvement, 92; and financial
information, 211; group processes,
93–95; interaction with president, 88;
leadership/membership by, 87–88; and
mission statements, 137;
organizing work of, 91–92; PEEST
analysis scenario development, 174;
planning/budgeting by, 87; power/
responsibilities of, 85–87; process
orientation, 92; role/responsibilities of,
93; and strategic governance, 88–89
Strategic Planning for Public and Nonprofit
Organizations (Bryson), 94
Strategic plans: and academicians, 55;
and agenda for action, 156; endorse-
ment by governing board, 192; goals of,
192; “Joint Big Decision Committee”
for, 83; management of, 57; of strategy
processes, 73
Strategic thinking: and academic quality,
198–99; and conflicts in governance/
mission/vision, 244; and powerful
learning, 202–3; translation to
action, 217
Strategy: and accreditation, 226–27;
assessment of, 227–31; and human
resources, 226, 254; implementation
by governing boards, 233–34; and
integrative discipline, 131–32;
levels of, 183
Strategy councils, 83–85; creation
guidelines: leadership/membership,
87–88; planning/budgeting, 87;
powers/responsibilities, 85–87;
President’s role, 88