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商品簡介
In Turnaround Leadership for Higher Education, international authorities on organizational change Michael Fullan and Geoff Scott reveal how campus leaders can proactively meet the challenges and expectations facing their institutions. They show how certain leadership capabilities and change-capable cultures in higher education institutions must mirror each other—for the benefit of students and their futures, and for the academy and society. The authors draw on a solid knowledge base of change, which advocates for stimulating and integrating strong moral purpose and equally strong partnerships and relationships inside and outside the academy.
作者簡介
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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“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)
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)
目次
Preface.
About the Authors.
1. Universities and the Challenges of the Twenty-First Century.
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.
About the Authors.
1. Universities and the Challenges of the Twenty-First Century.
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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