Index 291
Organizational culture, 22, 50, 111; and
academic narratives, 203; balancing of,
244; dynamics of, 56; health of, 190;
and paradigms, 258; and strategy, 222;
strengths/weaknesses, 163
Organizational stories, 110–11
Organized anarchy, 23–24, 26, 39
O’Toole, James, 10
Our Students’ Best Work (Association
of American Colleges and
Universities), 230
Paradigms: and conflict reconciliation,
242; of human agency, 156;
and organizational culture, 258; and
reconciliation of conflict, 242
Paris, Kathleen A., 217
Pascarella, E. T., 208
PEEST (political, economic, social,
and technological trends) method,
157–58; as framework for integrative/
systemic thinking, 160; illustration of:
economic forces, 158–59; educational
trends, 159; political forces, 158;
social trends, 159; technological
change, 159; and institutional center
of gravity development, 160; results
of process, 160–61; and SPC scenario
development, 174
Performance monitoring, by governing
boards, 234
Perry, William, 208
Peters, Tom, 111
Peterson, M., 60
Pfeiffer University, 145
Playfulness. See Reflective playfulness
Plessey v. Ferguson Supreme Court deci-
sion, 113
Political, economic, social, and techno-
logical trends. See PEEST (political,
economic, social, and technological
trends) method
Political forces (PEEST analysis), 158
Political frame, of leadership, 31–32,
262–63
Polkinghorne, D. E., 111
Populism, entrepreneurial vs.
managed, 127
Powerful learning: characteristics of,
201–2; and strategic leadership,
199–204; and strategic thinking,
202–3
Presidential (academic) leadership, 6;
administration tactics, 28; affirming
authority of, 29–30; constituency
expectations of, 27; cultural
norms/practices mobilization, 46;
differentiating authority of, 29–30;
as juggler-in-chief, 27–28; leadership
as authority, 23–28; legitimacy motif,
22; loosely coupled systems, 23–25;
organizational realities, 27; in political
terms, 48–49; reasons for weakness,
35–36; responsibility vs. authority, 24;
role of, 223–24; shared governance,
25–26; weaknesses of, 23. See also
Organized anarchy
Presidential Essays: Success Stories, 126
Presidential Leadership: Making a Difference
(Fisher and Koch), 30
Price, Terry, 10
Princeton University, 144
Process, of strategic leadership, 259–60
Processes, strategic: and academic reality
models: academies, 63; contextual
academic identity, 66–67; corporate
universities, 63–64; educational
shopping malls, 64–65; responsive/
responsible universities, 65–66;
choices of, 181–82; in corporate world,
58–59; critique of, 57–58; elements
of, 71–72; emergent strategies, 59; in
higher education, 56–57; integration
framework, 67–70; integration with
leadership, 179–82; interpretation of,
68–71; leadership of, 74–75; levels
of, 183; management of, 74; new
directions: integration/leadership,
59–61; planning of, 73; tactical
thinking/tacit strategy, 72–73; thinking
about, 61; yield vs. failure, 55
Professional/personal identity, 48
Programmatic planning, excesses of, 59
Program reviews, 231–33
Purpose/purposefulness: discipline of, 137;
as sense making, 139