Turnaround Leadership for Higher Education / Edition 1

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Overview

Turnaround Leadership for Higher Education

While academia is slow to adopt change in any form, universityleaders are under tremendous pressure to institute change on theircampuses in order to keep pace with rapidly evolving conditions.Change leaders at all levels of the university need to grapple withboth the content and the process of change.In Turnaround Leadershipfor Higher Education, international authorities on organizationalchange Michael Fullan and Geoff Scott reveal how campus leaders canproactively meet challenges and expectations facing theirinstitutions. They show how certain leadership capabilities andchange-capable cultures in higher education institutions mustmirror each other—for the benefit of students and theirfutures, the academy, and society. The authors draw on a solidknowledge base of change, which advocates for stimulating andintegrating strong moral purpose and equally strong partnershipsand relationships inside and outside the academy. 'Throughout thebook the authors examine how successful leaders, no matter whattheir organization, "listen, link, and lead." In so doing, theleaders bring about change, not by implementing visions from theirpower base, but by reconciling divisions to achieve reform thatmotivates different groups to unify their change efforts. Fullanand Scott also show what the focus of change should be—onethat will improve the learning experiences of all students.Turnaround Leadership for Higher Education offers a much-neededresource that answers the key questions, "How can universities leadchange from within? What should be the focus of the turnaround'What leadership capabilities will be needed to lead thistransformation?"

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Editorial Reviews

From the Publisher
“The authors of Turnaround Leadership for Higher Education believe that in the coming decades much rides on how we develop leadership within all of higher education. Fullan and Scott want institutions to change from within using specific leadership capabilities.

In Turnaround Leadership Fullan and Scott lay out a new agenda for leadership, both in how we view leadership and how we act as leaders. They argue that higher education has not approached leadership in an effective way.

Based on the authors’ own research and focus groups of administrators, Fullan and Scott describe the steps necessary to create turnaround leadership in our institutions. The steps begin with the assessment of institutional culture, then moves to developing a new agenda which emphasizes assessment and continuous implementation of improvements. The authors then note that we must understand how turnaround leaders should act and use that knowledge to develop additional leaders.

Hopefully the book will start some serious discussion about the goals of leadership in higher education”

NACADA Journal, Issue 30(1)

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Product Details

  • ISBN-13: 9780470472040
  • Publisher: Wiley
  • Publication date: 3/23/2009
  • Series: Wiley Desktop Editions Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 192
  • Sales rank: 1,265,997
  • Product dimensions: 6.20 (w) x 9.10 (h) x 2.70 (d)

Meet the Author

The Authors-Michael Fullan is professor emeritus at the Ontario Institute for Studies in Education at the University of Toronto. Recognized as an international authority on organizational change, he is engaged in training, consulting, and evaluating change projects around the world. He is the author of The Six Secrets of Change and the bestselling books Leading in a Culture of Change and Turnaround Leadership, all from Jossey-Bass. —Geoff Scott is pro vice chancellor at the University of Western Sydney, Australia, and provost of its Penrith campus. He is the author of Change Matters: Making a Difference in Education and Training. In 2007 he was the recipient of the Australian Higher Education Quality Award.

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Table of Contents

Preface.

About the Authors.

1. Universities and the Challenges of the Twenty-FirstCentury.

2. Failed Strategies.

3. The New Agenda.

4. Making It Happen: Building Quality and Capacity.

5. Leadership Capacity for Turnaround.

6. Leadership Selection and Learning.

7. Lead, Lead, Lead.

References.

Index.

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