Learning to Lead: A Handbook for Postsecondary Administrators

Greenwood Publishing Group, 2003 - 249 páginas
This is a book about leadership for college and university administrators, written by a professor of higher education who has also had a long administrative career. As Dr. Davis explains in the preface, leadership has been recognized recently as an activity that not only is associated with formal leadership roles, but also can bubble up in various places within the organization. Given that understanding, the author has written this book for a broadly defined audience of higher education administrators, including presidents, provosts, deans, and department chairs, as well as myriad administrators who work in student affairs, athletics, finance, admissions, funded research, development, and alumni relations, for example. The book also addresses the needs of those who facilitate leadership workshops, serve as mentors to potential leaders, and teach courses on higher education leadership and administration. While presenting all sides of key issues, the author calls for the reader to define his or her own position through a series of provocative questions in "Reflection" sections scattered throughout each chapter. Thus the book invites interaction and teaches administrators not what to think about leadership, but how to think about it. A directory of selected resources helps readers expand their learning through professional associations; key journals, magazines, and newspapers; and useful Web sites dedicated to postsecondary education. Notes at the end of each of the ten chapters list critical texts for further reading on the book's concepts, theories, and models. Valuable summaries of the best works on leadership and administration drawn from both higher education and business literature make this book an indispensable desk reference for the busy administrator. It may also soon be regarded as the best text available for leadership training for college and university administrators.

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Leadership and Administration Building Practical Definitions
Institutional Structure and Mission Knowing Your Place in Time and Space
Building the Skills for Leadership
Program Planning and Review Exerting Influence and Maintaining Accountability
Meetings Groups and Teams Learning to Collaborate
Communication and Conflict Resolution Finding Agreement
Problem Solving and Decision Making Employing Rational Legal and Ethical Criteria
Financial Management Seeing Dollars Everywhere
Change Moving Forward Gracefully
Positive Work Environments Managing People and Encouraging Development
Continuing to Learn about Leadership
Perpetual Learning and Personal Renewal Shaping the Leader Within
Directory of Resources
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Página 32 - Believing, with Max Weber, that man is an animal suspended in webs of significance he himself has spun, I take culture to be those webs, and the analysis of it to be therefore not an experimental science in search of law but an interpretive one in search of meaning.
Página 214 - He stresses the importance of "abilities such as being able to motivate oneself and persist in the face of frustrations; to control impulse and delay gratification; to regulate one's moods and keep distress from swamping the ability to think; to empathize and to hope
Página 14 - The best test, and difficult to administer, is: do those served grow as persons, do they while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
Página 123 - The natural distribution is neither just nor unjust; nor is it unjust that persons are born into society at some particular position. These are simply natural facts. What is just and unjust is the way that institutions deal with these facts.
Página 193 - In this society, knowledge is the primary resource for individuals and for the economy overall. Land, labor, and capital — the economist's traditional factors of production — do not disappear, but they become secondary. They can be obtained, and obtained easily, provided there is specialized knowledge. At the same time, however, specialized knowledge by itself produces nothing. It can become productive only when it is integrated into a task. And that is why the knowledge society is also a society...
Página 221 - family circle. ~Tfius, in such a group the individual comes to know himself and each of the others more completely than is possible in the usual social or working relationships. He becomes deeply acquainted with the other members and with his own inner self, the self that otherwise tends to be hidden behind his facade.
Página 116 - Morality is, at the very least, the effort to guide one's conduct by reason - that is, to do what there are the best reasons for doing - while giving equal weight to the interests of each individual who will be affected by one's conduct.
Página 214 - We have two brains, two minds — and two different kinds of intelligence: rational and emotional. How we do in life is determined by both — it is not just IQ, but emotional intelligence that matters. Indeed, intellect cannot work at its best without emotional intelligence, (p.
Página 63 - Meetings are defined as a communicative event that organizes interaction in distinctive ways. Most specifically a meeting is a gathering of three or more people who agree to assemble for a purpose ostensibly related to the functioning of an organization or group...

Acerca del autor (2003)

JAMES R. DAVIS Ph.D., is Dean, University College, at the University of Denver, where he was formerly Professor of Higher Education and Adult Studies. He also has held various administrative posts at the university, including assistant to the provost, director of the School of Education, and associate vice chancellor for academic affairs. Early in his career he served as academic dean at Wilberforce University. He holds degrees from Oberlin College and Yale University, and a Ph.D. in Higher Education Administration from Michigan State University. Jim is the author of two other books in the ACE/Oryx Higher Education Series: Better Teaching, More Learning and Interdisciplinary Courses and Team Teaching. He also leads periodic workshops and provides consulting and facilitation.

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