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Building Academic Leadership Capacity : A Guide to Best Practices.

By: Contributor(s): Material type: TextTextPublisher: Newark : John Wiley & Sons, Incorporated, 2015Copyright date: ©2015Edition: 1st edDescription: 1 online resource (259 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781118989319
Subject(s): Genre/Form: Additional physical formats: Print version:: Building Academic Leadership CapacityDDC classification:
  • 378.101
LOC classification:
  • LB2341 -- .G553 2015eb
Online resources:
Contents:
Cover -- Title Page -- Copyright -- Contents -- The Authors -- Preface -- Chapter 1 The Call for Academic Leadership Development -- The Cost of Poor Administrative Preparation -- Programs Suffer -- Institutions Suffer -- Individuals Suffer -- But Don't Current Programs for University Administrators Already Fill This Need? -- A New Paradigm for Developing Academic Leaders -- Case Study: The Academic Leadership Forum -- Strategy -- Structure -- Systems -- Staff -- Skills -- Style -- Shared Values -- Assessment Methodology -- Leadership Development Results -- Conclusion -- Chapter 2 Strategy -- The Definition of Leadership -- 1. Leadership Is a Process -- 2. Leadership Involves Influence -- 3. Leadership Affects a Group of People -- 4. Leadership Takes Those People in a Shared Direction -- 5. Leadership Results in Movement toward an Established Goal -- 6. Leadership Engages Others Most Effectively When It Guides Them toward a Visionary Goal -- Academic Leadership -- Should Your Strategy Include a Distinctive Focus? -- The Three Habits -- Habits of Mind: The Development of Conceptual Understanding -- Habits of Practice: The Development of Skill -- Habits of Heart: The Development of Reflective Practice -- Clarifying the Strategy -- Chapter 3 Structure -- Champion the Cause -- Plan Comprehensively -- Take Stock -- Staff the Program Adequately -- Allocate Sufficient Resources -- Sustain the Charge -- Clarifying the Structure -- Chapter 4 Systems -- Systems and Leadership Development -- The Leadership Environment as a System -- Systems Approaches to Leadership -- Delivery Models as Systems -- Propositions for Developing Leadership Education Systems -- Designing a More Flexible System -- Conclusion -- Clarifying the System -- Chapter 5 Staff -- Staffing Models -- Staff as Support Group -- Staff as Expert Consultants -- Staff as a Blended Group.
Staff as Administrative and Clerical Support -- Innovative Approaches to Staffing -- Training the Trainers -- Budgeting for Staff -- Clarifying Staffing Issues -- Chapter 6 Skills -- Strategies for Skill Development -- The Importance of Developing a Broad Base of Skills -- What Do Administrators Do? -- What Do Department Chairs Do? -- What Do Deans Do? -- What Do Other Academic Leaders Do? -- Best Practices in Developing Leadership Skills -- Clarifying Skill Development -- Chapter 7 Style -- Mission and Vision -- Specific Focus -- Modes of Interaction -- Distinctive Program Activities -- Desired Program Outcomes -- Style and Local Culture -- Competing Values Framework -- Clarifying the Style -- Chapter 8 Shared Values -- Shared Institutional Values -- Leaders' Socialization Strategies -- Two Case Studies in Promoting Shared Values -- Core Values -- Incorporating Personal Values into Leadership -- Clarifying Shared Values -- Chapter 9 Putting It All Together -- Do You Have the Components You Need? -- Are There Points of Overlap or Connection among Those Components? -- What Do These Connections Suggest about the Program's Identity? -- Inclusive Academic Leadership -- Final Thoughts -- Appendix: Resource Guides -- Index -- More from Wiley -- EULA.
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Cover -- Title Page -- Copyright -- Contents -- The Authors -- Preface -- Chapter 1 The Call for Academic Leadership Development -- The Cost of Poor Administrative Preparation -- Programs Suffer -- Institutions Suffer -- Individuals Suffer -- But Don't Current Programs for University Administrators Already Fill This Need? -- A New Paradigm for Developing Academic Leaders -- Case Study: The Academic Leadership Forum -- Strategy -- Structure -- Systems -- Staff -- Skills -- Style -- Shared Values -- Assessment Methodology -- Leadership Development Results -- Conclusion -- Chapter 2 Strategy -- The Definition of Leadership -- 1. Leadership Is a Process -- 2. Leadership Involves Influence -- 3. Leadership Affects a Group of People -- 4. Leadership Takes Those People in a Shared Direction -- 5. Leadership Results in Movement toward an Established Goal -- 6. Leadership Engages Others Most Effectively When It Guides Them toward a Visionary Goal -- Academic Leadership -- Should Your Strategy Include a Distinctive Focus? -- The Three Habits -- Habits of Mind: The Development of Conceptual Understanding -- Habits of Practice: The Development of Skill -- Habits of Heart: The Development of Reflective Practice -- Clarifying the Strategy -- Chapter 3 Structure -- Champion the Cause -- Plan Comprehensively -- Take Stock -- Staff the Program Adequately -- Allocate Sufficient Resources -- Sustain the Charge -- Clarifying the Structure -- Chapter 4 Systems -- Systems and Leadership Development -- The Leadership Environment as a System -- Systems Approaches to Leadership -- Delivery Models as Systems -- Propositions for Developing Leadership Education Systems -- Designing a More Flexible System -- Conclusion -- Clarifying the System -- Chapter 5 Staff -- Staffing Models -- Staff as Support Group -- Staff as Expert Consultants -- Staff as a Blended Group.

Staff as Administrative and Clerical Support -- Innovative Approaches to Staffing -- Training the Trainers -- Budgeting for Staff -- Clarifying Staffing Issues -- Chapter 6 Skills -- Strategies for Skill Development -- The Importance of Developing a Broad Base of Skills -- What Do Administrators Do? -- What Do Department Chairs Do? -- What Do Deans Do? -- What Do Other Academic Leaders Do? -- Best Practices in Developing Leadership Skills -- Clarifying Skill Development -- Chapter 7 Style -- Mission and Vision -- Specific Focus -- Modes of Interaction -- Distinctive Program Activities -- Desired Program Outcomes -- Style and Local Culture -- Competing Values Framework -- Clarifying the Style -- Chapter 8 Shared Values -- Shared Institutional Values -- Leaders' Socialization Strategies -- Two Case Studies in Promoting Shared Values -- Core Values -- Incorporating Personal Values into Leadership -- Clarifying Shared Values -- Chapter 9 Putting It All Together -- Do You Have the Components You Need? -- Are There Points of Overlap or Connection among Those Components? -- What Do These Connections Suggest about the Program's Identity? -- Inclusive Academic Leadership -- Final Thoughts -- Appendix: Resource Guides -- Index -- More from Wiley -- EULA.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

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