Taking the Reins: Institutional Transformation in Higher Education / Edition 1

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"Taking the Reins is based on the ACE Project on Leadership and Institutional Transformation, a five-year effort funded by the W. K. Kellogg Foundation involving 23 diverse institutions working on transformational change. Some of these institutions were successful in their efforts; others were not. This book focuses on a subset of six of the institutions that had made the most significant change at the end of five years. Key findings include an identified set of core change strategies, the interrelationship among these strategies, the importance of helping people think differently, and the need for sensitivity to institutional culture. The authors formulate a coherent model, called the Mobile Model of Change, which is used as a metaphor for the process of transformational change, since it illustrates how the identified change strategies work together." This book will be of interest to presidents and provosts, deans, department chairs, and faculty committee chairs, as well as other campus administrators. Others who will benefit from this information are higher education scholars and directors of leadership development programs that incorporate modules on change management.
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Product Details

  • ISBN-13: 9781573565141
  • Publisher: Greenwood Publishing Group, Incorporated
  • Publication date: 4/30/2003
  • Series: ACE/Praeger Series on Higher Education
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 216
  • Product dimensions: 6.50 (w) x 9.54 (h) x 2.12 (d)

Meet the Author

Peter D. Eckel, Ph. D., is vice president for governance and leadership programs at the Association of Governing Boards. His papers appear in The Review of Higher Education, Planning for Higher Education, The Journal of Higher Education, Metropolitan Universities Journal, To Improve the Academy, Research in Higher Education, and Higher Education Policy. He has been a fellow at the Salzburg Seminar Universities Project in Austria and at the Centre for Higher Education Transformation (CHET) in South Africa. He received his Ph.D. in education policy, planning, and administration from the University of Maryland, College Park.

Adrianna Kezar, Ph. D., is associate professor in the Rossier School of Education and associate director of CHEPA at University of Southern California. She has over 40 published articles, books, and chapters on the topic of leadership, governance, and change and innovation. Her work has been featured in top tiered education journals including Journal of Higher Education, Review of Higher Education and Research in Higher Education. Her latest books are Recognizing and Serving Low Income Students and Enhancing Campus Capacity for Leadership. Dr. Kezar has developed a national leadership conference for administrators and faculty in higher education based on her research. She previously served as director of the ERIC Clearinghouse for Higher Education and was the managing editor of the ASHE-ERIC higher education report series. She received her Ph.D. in education from the University of Michigan.

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Table of Contents

1 The Context for Transformation 1
2 Defining and Charting Transformation 27
3 Helping People Think Differently: An Essential Element of Transformation 49
4 Five Core Strategies for Transformation 75
5 The Multifaceted Process of Transformation: Secondary Strategies, Interconnected Approaches, and Balance 109
6 Making Strategies Unique: Institutional Culture 129
7 The Mobile Model of Transformation 147
App. A Institutions in the ACE Project on Leadership and Institutional Transformation 169
App. B Research Design and Methodology 171
Bibliography 179
Index 187
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