Learning to Lead: A Handbook for Postsecondary AdministratorsRowman & Littlefield Publishers, 2003 M02 28 - 272 páginas Leadership is an activity that not only manifests itself in formal positions, but also bubbles up in various places within an organization. Perhaps given the importance of leadership to any endeavor, the literature on this topic has burgeoned. Yet among these titles, Learning to Lead stands out as one of the best texts available on leadership for college and university administrators. Critical skills such as managing people, resolving conflict, and making rational (and legal) decisions are explored within the context of the campus. 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 reflection questions in each chapter. Thus the book invites interaction and teaches administrators not what to think about leadership, but how to think about it. |
Dentro del libro
Resultados 1-5 de 53
Página ix
... idea of leadership and seems to have great staying power , perhaps because it satisfies certain needs people have to let someone else be in charge . Formal leadership is still important , but more recently leader- ship has been ...
... idea of leadership and seems to have great staying power , perhaps because it satisfies certain needs people have to let someone else be in charge . Formal leadership is still important , but more recently leader- ship has been ...
Página xii
... ideas , organize and synthesize them , and provide useful insights and interpretations . The most useful literature for this project was found in books , handbooks , and summaries of research rather than in articles or on Web sites ...
... ideas , organize and synthesize them , and provide useful insights and interpretations . The most useful literature for this project was found in books , handbooks , and summaries of research rather than in articles or on Web sites ...
Página xvii
... ideas and values on the institution . They are usually spotted and weeded out in post- secondary institutions . There are also some people who " just like to do their job " and actually have no leadership aspirations . Usually they make ...
... ideas and values on the institution . They are usually spotted and weeded out in post- secondary institutions . There are also some people who " just like to do their job " and actually have no leadership aspirations . Usually they make ...
Página xviii
... ideas , keep plans realistic , use institutional goals as criteria , and build in usable assessment . • Awareness of what learning is and why it must be guarded as the fun- damental purpose of the institution . • Knowledge of rational ...
... ideas , keep plans realistic , use institutional goals as criteria , and build in usable assessment . • Awareness of what learning is and why it must be guarded as the fun- damental purpose of the institution . • Knowledge of rational ...
Página 4
... ideas or their interactions with people , and they often detest details and numbers . Administrators who are aware of these custodial deficiencies often surround themselves with people who are good at what they , as administrators , are ...
... ideas or their interactions with people , and they often detest details and numbers . Administrators who are aware of these custodial deficiencies often surround themselves with people who are good at what they , as administrators , are ...
Contenido
1 | |
39 | |
Part III Continuing to Learn about Leadership | 201 |
Directory of Resources | 229 |
Index | 243 |
Otras ediciones - Ver todas
Learning to Lead: A Handbook for Postsecondary Administrators James R. Davis Vista previa limitada - 2003 |
Términos y frases comunes
Academic administration American assessment Association behavior budget called campus challenge collaboration colleges and universities communication concept conflict creative culture Dean Williams decision Dupont Circle Ed Oakley Effective leaders efforts emotional emotional intelligence employees environment ethical facilitator faculty functions funds goals Handbook Higher Education Human Human Performance Technology Ibid ideas identify important improvement individuals institution's involves issues James Champy Jossey-Bass knowledge leadership Learning Organization MARY'S MENTOR meetings ment mental models Michael Hammer mission moral Motorola negotiation options organizational outcomes participants performance policies postsecondary institutions problem solving professional program planning Project Management rational REFLECTION relationships responsibility role Rosabeth Moss Kanter San Francisco Sermersheim skills social sometimes Strategies stress suggests teams theories things tion types usually values Washington workplace York