Academic Leadership

Chapter 10 – Broker 207 When do you walk away? What happens if you do not reach an agreement? Try and consider what the other p ...

Academic Leadership: Fundamental Building Blocks 208 Strategic negotiation Figure 10 below illustrates a strategic process of ne ...

Chapter 10 – Broker 209 also sets a higher anchor for the negotiation on your end and gives you greater range to negotiate. Succ ...

Academic Leadership: Fundamental Building Blocks 210 Activity Step 1 Think of an occasion when you successfully negotiated an ou ...

Chapter 10 – Broker 211 10.4 Using Power and Influence (click the activity index number to take you back to the activities index ...

Academic Leadership: Fundamental Building Blocks 212 Table 2: Types of Power and Influencing Tactics (after French & Raven, ...

Chapter 10 – Broker 213 It is also important that you: Keep your HOS and program team informed of your activities and any probl ...

Academic Leadership: Fundamental Building Blocks 214 FIGURE 11: Increasing Your Upward Influence Centrality – how are you posit ...

Chapter 10 – Broker 215 Activity Step 1 Consider what groups, meetings, committees and relationships you need to invest in as an ...

Academic Leadership: Fundamental Building Blocks 216 Step 3 Given the above, think about what formal and personal power tactics ...

11 DEVELOPING THE INNOVATOR In this chapter, we’ll cover: Innovator role activities to develop this role suggested readings. ...

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Chapter 11 – Innovator 219 Developing the Innovator When using the Innovator role, as an academic leader, you will see the need ...

Academic Leadership: Fundamental Building Blocks 220 Readings Morgan, G. (1993). Imaginization: New mindsets for seeing, organiz ...

Chapter 11 – Innovator 221 11.1 Introducing and Managing Change (click the activity index number to take you back to the activit ...

Academic Leadership: Fundamental Building Blocks 222 Stage 2: Changing: Embedded within this second stage is another cycle of ac ...

Chapter 11 – Innovator 223 external demands or evidence based theory (Raelin, 1995) may be delayed or abandoned in response to t ...

Academic Leadership: Fundamental Building Blocks 224 of staff who must own the process and the outcome. Change is usually resist ...

Chapter 11 – Innovator 225 Activity Develop a plan to introduce and manage a change in your program based on the adaptive leader ...

Academic Leadership: Fundamental Building Blocks 226 11.2 Managing Resistance to Change (click the activity index number to take ...