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 51
Página xv
... individual institutions and for whole systems of institutions with regard to mission , delivery , organization , personnel , instruction , and finance are likely to be enormous . THE LEADERSHIP CHALLENGE Serving as an administrator in a ...
... individual institutions and for whole systems of institutions with regard to mission , delivery , organization , personnel , instruction , and finance are likely to be enormous . THE LEADERSHIP CHALLENGE Serving as an administrator in a ...
Página xix
... individual chapters of this book ? To be an effective leader , one must know certain things , be able to apply this knowledge , cultivate specific skills and abilities , and maintain appro- priate attitudes . There is no magic formula ...
... individual chapters of this book ? To be an effective leader , one must know certain things , be able to apply this knowledge , cultivate specific skills and abilities , and maintain appro- priate attitudes . There is no magic formula ...
Página 6
... individuals in the system their random some- times chaotic - looking meanderings . " 10 Thus definitions of leadership may range from those that assume a hierarchical position - based role to those that stress a context of influence ...
... individuals in the system their random some- times chaotic - looking meanderings . " 10 Thus definitions of leadership may range from those that assume a hierarchical position - based role to those that stress a context of influence ...
Página 9
... individual control . " 19 These theories tend to " de- construct " the explicit activities of leaders , rendering the so - called leader- ship of leaders suspect . " Leaders , then , are people believed to have caused events . " 20 ...
... individual control . " 19 These theories tend to " de- construct " the explicit activities of leaders , rendering the so - called leader- ship of leaders suspect . " Leaders , then , are people believed to have caused events . " 20 ...
Página 10
... individuals destined for failure . Furthermore , if leader- ship is situational , certain positive traits will be ... individuals instrumental in that process be dis- counted as illusory ? When individuals in a variety of contexts exert ...
... individuals destined for failure . Furthermore , if leader- ship is situational , certain positive traits will be ... individuals instrumental in that process be dis- counted as illusory ? When individuals in a variety of contexts exert ...
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