Strategic Leadership

294 Index

Strategy Safari (Mintzberg, Ahlstrand,
Lampel), 59
Strengths, weaknesses, opportunities,
and threats. See SWOT (strengths,
weaknesses, opportunities,
and threats)
Structural conflict: in decision making,
15, 43–46; mission, vision and, 152–53;
negotiating change/realities of, 241;
reconciliation of, 51; and strategic
leadership, 241–43; strategic resolution
of, 243–47; in values, 46–48
Student experience, 206–8; intellectual
leadership/student life, 207–8; strategy/
campus life, 207
Student learning: assessment of, 228–30;
and program reviews, 232–33
Student Success in College study (Kuh),
202–3
Summers, Lawrence, 49
Sweet Briar College, 145
SWOT (strengths, weaknesses,
opportunities, and threats): aim of,
163–64; and environment scan, 162–63;
opportunities/threats, 169–72; matrix
analysis, 170–71; TOWS matrix,
171–72; as relational/contextual, 163;
scenarios, 172–76; analysis of, 175–76;
conclusions of, 176; at John Adams
University, 174; for synthesis of internal/
external realities, 162–64; tendency for
negativism/complaints, 163
Symbolic frame, of leadership, 31–32,
263–64

Teaching, and strategic inquiry, 244–46
Technological change (PEEST
analysis), 159
Technology of foolishness, 40
Terinzini, P. T., 208
Tierney, William G., 31
Trainer, F., 57, 237
Trani, Eugene, 169
Transactional/transformational
leadership, 13
Transactional/transforming
leadership, 125
Transforming Leadership (Burns), 12–13

Trompenaars, Fons, 242–43

Two-core universities, 121

Universities without frontiers, 121

University of Chicago, 200

University of Connecticut, 144

University of Iowa, 228

University of Minnesota, leadership

narrative, 126–27

University of Missouri, 232

University of North Carolina at

Greensboro, 145

University of Northern Colorado, 58, 84

University of Richmond, 145

University of Richmond, leadership

narrative, 127–30

Values: academic vs. organizational,

62; and conflict reconciliation,

242; and identity, 42; as individual/

organizational/community guide, 41;

intrinsic/instrumental, 47; and lead-

ership, 42–43; as patterns/norms of

self-enactment, 41; reconciliation of

conflict, 49–51; and respect, 41–42;

and structural conflict, 46–48

Vicious circles/virtuous circles,

242–43, 245

Villanova University, 191

Vinson, Fred, 113

Virginia Commonwealth

University: mission affirmation,

145, 169; reconceived strategic

opportunities, 169

Vision: basic idea of, 141–42; conflicts in,

244; creation determination, 151–52;

creation requirements, 142; devel-

opment of, 144–52; differentiating

aspects, 146; implementation of, 19,

151, 152; influence on communities,

143; and leadership, conceptual

foundations, 141–44; mission, and

structural conflict, 152–53; mission/

structural conflict, 152–53; moral sig-

nificance of, 142–44; sharing of, 143;

as strategic leadership vehicle, 143

Vision statements: being best/doing best

combination, 148–49; characteristics