288 Index
Engagement in Learning report (University
of Richmond), 203
“Enhancing the Leadership Factor in
Planning” (Neumann & Larson), 61
The Entrepreneurial College President
(Fisher and Koch), 30
Entrepreneurial leadership, 30–31, 36, 39
Entrepreneurial populism, shift to
managed populism, 127
Entrepreneurial universities (Europe)
study, 120–21, 232, 260
Environmental scans, 156–57; and
financial equilibrium, 213–14; and
SWOT analysis, 162–63; usage of,
159–61. See also PEEST (political,
economic, social, and technological
trends) method
Envisioning, 149–51
Facilities, and strategy, 208–10
Faculty members: commitment
to intrinsic values, 47; Flagship
University marginalization, 81–82;
lack of decision accountability, 24; and
professional/personal identity, 48; roles/
responsibilities, 246; shared governance
expectations, 25; SPC involvement,
92; yielding of autonomy, 51
Fiedler, F. E., 6
The Fifth Discipline (Senge), 61, 94, 111
Financial equilibrium, 212–13
Financial resources: financial models,
210–11; strategic priorities, 211–12;
transparency/financial information, 211
Fisher, James, 30
Flagship University: case analysis,
89; decision making at, 80–81;
marginalization of faculty/
administrative roles, 81–82
Flexible universities, 121
Focused universities, 121
Followers: empowerment by leaders,
253, 259; expectations of leaders, 10;
relationship with leaders, 6, 8, 9, 22,
42, 74, 124
Foolishness, and playfulness, 39–40
Fragmentation, in decision making, 77–78
Frames, of leadership, 31–32
Fretwell, E. K., 136–37
Fund raising, 214–16Gade, Marian L., 6
Garbage-can model, of decision making,
39, 80
Gardner, Howard, 5, 10, 123, 124,
125, 132
Gardner, John, 10, 15–16
George, Bill, 18
Goals: accountability for, 190–91;
characteristics of, 188; and deadlines,
191; effective setting of, 189–90;
measurement of, 189; and reflective
playfulness, 40; and steering core,
225–26; strategic academic goals,
191–93
Good to Great (Collins), leadership case
study, 6–7, 148
Governance, 82–83; case studies: Brown
University, 84–85; University of
Northern Colorado, 84; conflicts in,
244; role of governing board, 90–91
Governing boards: as central to
management, 57; monitoring
performance of, 234; reviewing work
of, 234–35; role of, 90–91; and strategy
implementation, 233–35
Greater Expectations (American Colleges
and Universities), 204, 247
Green, Thomas, 200
Greenleaf, Robert, 14
Group process, 18, 93–95, 108Hampden-Turner, Charles, 242–43
Harlan, John Marshall, 113
Harvard Assessment Seminars, 208
Hayes, C. P., 136
Heath, Douglas, 208
Heifetz, Ronald, 10, 11, 255–56
Heilman, Bruce, 128
Hickman, Gil, 11
Hicks, Douglas, 10
Hinduism, 111
Hollander, E. P., 15, 90
Human agency: and beginning of
strategic leadership, 108; conceptual
model, 41; defining components of,