Implementing Sustainable Change in Higher Education

Principles and Practices of Collaborative Leadership
1. Auflage 2022
ISBN: 978-1-64267-441-5
Verlag: Routledge

Buch, Englisch, 270 Seiten, Paperback, Format (B × H): 152 mm x 229 mm, Gewicht: 396 g

This book offers formal and informal leaders at all levels of their institution theory-informed and practical guidance on implementing and sustaining change through collaborative leadership. The framework and concepts presented are applicable at the department, program, campus, or system level to guide minor, incremental, or transformative change.Achieving a shared organizational vision can be a daunting challenge, given the multiple missions of higher education, varied and often conflicting stakeholder viewpoints, siloed organizational structures, traditions of shared governance, and a highly educated workforce bringing together colleagues with diverse disciplinary perspectives. Achieving these aims requires taking into account the organization’s systems and values and the needs and aspirations of corresponding stakeholders across the enterprise. Ruben provides a guide for achieving and sustaining these goals in an engaged and collaborative manner.Employing the author’s widely used Excellence in Higher Education (EHE) framework, this book offers principles and practices relative to change, collaboration, and organizational vision that can greatly enhance the prospects for effective outcomes, highlighting three key themes:·Understanding and leveraging the dynamics of change. ·Leading collaboratively, and meaningfully engaging one’s colleagues. ·Adopting and pursuing a shared vision of organizational purpose and aspirations.The book is intended for faculty and staff who want to advance the effectiveness and impact of their program, department, and institution, and to do so in a way that creates a shared vision to sustain these benefits into the future. It serves as a text for the growing number of leadership development programs, and for courses with a focus on higher education leadership.

Zielgruppe

Postgraduate and Professional Practice & Development

Autoren/Hrsg.

Ruben, Brent D.

Fachgebiete

• Sozialwissenschaften Pädagogik Schulen, Schulleitung Universitäten, Hochschulen

Inhaltsverzeichnis

Foreword—Doug Lederman Preface Acknowledgments 1. Challenges, Opportunities, and a Vision for Change A Critical Role for Leaders at This Moment in Time Leading Change Understand and Leverage the Dynamics of Change Lead Collaboratively and Engage Colleagues Collaborative Leadership in Higher Education A Clear and Shared Organizational Vision EHE. The Framework and Components Priorities for Change, Collaborative Leadership, and Innovation Looking Ahead 2. Adopting a Systems Perspective The EHE Framework The Systems Perspective Basic Concepts Application Attributes of the EHE Approach Looking Ahead 3. Leading Collaboratively Making Sense of Leadership Evolving Conceptions of Leaders and Leadership The Inseparability of Leadership and Followership Leadership Competencies Leadership Communication Basics Particular Challenges and Opportunities for Leaders in Higher Education Leadership. A Summary of Key Themes Looking Ahead 4. Formulating and Implementing Strategies and Plans Why Strategic Planning? Why Collaborative Planning? Essential Planning Considerations Process Considerations Implementation Engagement and Shared Ownership Purposes, Plans, and Planning. A Summary of Key Themes Looking Ahead 5. Communicating with and Engaging Stakeholders The Impact of Stakeholder Focus Stakeholder Relationships Stakeholder Communication Learning From Stakeholders Prioritizing Stakeholder Groups Stakeholder Feedback Systems Beneficiary and Constituency Relationships. A Summary of Key Themes Looking Ahead 6. Evaluating Programs, Services, and Processes Mission-Critical Programs and Services Operational and Support Services Mission Clarity Alignment and Change Disruption, Crises, and Innovation The Role of Processes in Program and Service Effectiveness Process Analysis Program, Service, and Process Benchmarking Programs and Services. A Summary of Key Themes Looking Ahead 7. Focusing on Faculty, Staff, and Culture Faculty and Staff. Differentiated Group Identities with Shared Institutional Purposes Evolving Roles Complex and Evolving Concepts of Workplace Organizational Culture and Climate College and University Cultures and Climates More Fundamental Issues of Culture, Diversity, Inclusion, and Community Faculty, Staff, and Workplace Culture/Climate. A Summary of Key Themes Looking Ahead 8. Tracking Progress and Outcomes Primary Themes A Topic of Increasing Attention in All Sectors Increasing Support for Assessment Practices Steps in Assessing Progress and Outcomes Institution-Level Assessment Evaluating Academic Departments and Programs Evaluating Administrative and Service Departments Comparisons and Benchmarking Assessment Environmental Monitoring The Critical Role of Information and Information Systems Assessment and Analysis. A Summary of Key Themes Looking Ahead 9. Using Information to Guide and Sustain Change The Concept of Continuous Looping Feedback Systems The Value of Documentation and the Systemic Use of Outcomes Information Documentation and Display Prioritization Addressing Improvement Priorities Summarizing Outcomes Documentation and Uses The Continuing Process Applications and Case Studies Outcome and Achievement. A Summary of Key Themes Looking Ahead 10. Implementing the Excellence in Higher Education Framework for Continuous and Transformative Change The Purposes and Structure of this Defining Scope, Boundaries, and Purposes Creating an Organizational Profile A Summary of Core EHE Themes and Priorities in Each Category Component 1. Leadership Component 2. Purposes and Plans Component 3. Beneficiary and Constituency Relationships Component 4. Programs and Services Commponent 5. Faculty, Staff, and Workplace Culture/Climate Component 6. Assessment and Analysis Component 7. Outcomes and Achievements Looking Ahead 11. The Way Forward Challenges and Opportunities Planned Change, Collaborative Leadership, and Shared Vision. Three Interrelated Concepts in Principle and Practice Complexities of Change Collaborative Leadership. Benefits Come with Challenges Leadership Roles. An Ensemble Cast Required Leadership Lenses. Zooming as a Core Competency Pursuing Organizational Aspirations. Increasing Attention to Institutional Effectiveness and Performance Looking Back and Looking Forward In the End About the Author Index

Über Autor(innen)

Brent D. Ruben is a distinguished professor in communication at Rutgers University, where he also serves as senior university fellow, advisor for strategy and planning in the Office of the Executive Vice President for Academic Affairs, and was the founder of the Rutgers Center for Organizational Leadership. He is also a member of the faculties of the Rutgers PhD program in higher education and the Robert Wood Johnson School of Medicine. Brent is author or co-author of numerous publications in communication, organizational leadership, planning, assessment, and change, including Excellence in Higher Education Guide (Stylus, 2016), What Leaders Need to Know and Do (National Association of College and University Business Officers, 2006), and Communication and Human Behavior (Kendall Hunt, 2020). Ruben was a founder of the Rutgers Department of Communication, and first PhD program director of the School of Communication and Information. He was a founder and first president of the Network for Change and Continuous Innovation in Higher Education (NCCI), served as Rutgers inaugural liaison and is a frequent contributor to the Big Ten Academic Alliance leadership programs, and serves as an adviser to colleges and universities has and nationally and internationally.