Index 289
253; leadership as, 8; paradigms of, and
change, 156; and values, 40–43, 258
Human resources: and master plan, 56; and
strategy, 226, 254; and value creation, 163
Hutchins, Robert Maynard, 124
Identity: and mission, 130–31; narrative
of, 137; national, 122; professional/
personal, 48
Identity statements, 119–21;
core values, 120–21; critique of
stories, 121
Implementation, 217–37; of goals, 73;
of innovations, 167; of programs, by
faculty, 67; of strategy, by governing
board, 36, 40, 57, 233–35; of vision for
future, 19, 151, 152
Indicators: and assessment, 103;
comparative measures, 102; identity
metrics, 95–96; key indicators,
96–97; proportionate measures: college
trends/comparison group, 97–102; and
strategic goals, 103–4
In Search of Excellence (Peters and
Waterman), 111
Institutional Governance Statement
(Association of Governing Boards), 29
Institutional Leadership project, 22
Integration. See Strategic integration
Integrative discipline, 131–32
Integrative leadership, 216
Integrative strategy process, 69–71
Intellectual leadership, 207–8
Interactive leadership, 8, 22–23
Intrinsic/instrumental values, 47
Islam, 111
Jacobson, Sarah Williams, 60
Jepson, Robert, 128
John Adams University, SWOT
scenarios, 174–75
Joint effort vs. shared authority/shared
governance, 25
Judaism, 111
Juniata College, 96, 143
Keller, George, 83
Keller, Kenneth, 126–27
Kelley, M., 57, 237
Kerr, Clark, 6
Kezar, Adrianna, 22
King, Martin Luther, 124
Kinzie, J., 114
Kirp, David, 205
Koch, James, 30
Kuh, George, 114, 136, 202–3, 208Larson, R. Sam, 61
Leaders: characteristics, 5, 6–7, 16–18; and
expectation of follower, 10; mediocre
vs. charismatic, 7; relationship with
followers, 6, 8, 9, 22, 42, 74, 124; as
storytellers, 127; types of, 125
Leader’s Guide to Storytelling
(Denning), 111
Leadership and Ambiguity (Cohen and
March), 39–40
Leadership education/development,
17–18, 32
The Leadership Imperative, 113
Leadership Is an Art (DePree), 61
Leadership scholars, 5, 10, 24–25
Leadership study (Burns), 12–13
Leadership styles: adaptive leadership,
11–12; collaborative leadership, 30;
contextual leadership, 18–19, 40;
cultural leadership, 39; cybernetic
leadership, 33–35, 39; entrepreneurial
leadership, 30–31, 39; frames of
interpretations, 32; integral leadership,
30; integrative leadership, 32–33;
interactive leadership, 8, 22–23;
limited authority leadership, 28–30;
moral leadership, 9–10; reciprocal
leadership, 22; relational leadership,
7–15; strategic leadership, 18–19
Leading Minds: An Anatomy of Leadership
(Gardner), 5, 123
Learning: analysis of students, 203–4;
and development of human powers,
200–201; engagement of, 200. See also
Powerful learning
Learning organizations (Senge), 62
Legacy and leadership: University of
Minnesota, 126–27; University of
Richmond, 127–30