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.…

The purpose of this quantitative correlational associative study was to determine if and to what extent there was a relationship between the transformational leadership behaviors of CIOs, as perceived by IT employees, and a successful ERP system implementation in higher education in the United States. This study used the Multi-factor Leadership…

This qualitative grounded theory study updated the framework, including a definition, of Appreciative Administration. Bloom et al. (2013) first introduced the concept of Appreciative Education in a "New Directions for Student Services" article. Appreciative Education's framework is harnessed by the power of the organizational development…

Many university leaders lack the knowledge necessary to retain skilled employees and decrease employee turnover. The purpose of this multiple case study was to explore strategies that leaders of colleges/universities in the United States used to retain skilled employees. Research participants included 7 leaders in higher education in central…

The study aims to find out the relationship between the task-oriented leaders' behavior and organizational performance in higher education institutions as well as to identify that how a taskoriented leader will perform to face the challenges of the gaps between planning and implementation of educational policy reforms in higher education…

The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the…

Distributed leadership has been explored internationally as a leadership model that will promote and advance excellence in learning and teaching in higher education. This paper presents an assessment of how effectively distributed leadership was enabled at five Australian institutions implementing a collaborative teaching quality development…

Leaders of higher education institutions are eager to identify effective internationalization strategies in today's fast-paced, interconnected global environment. International academic partnerships are a common yet understudied strategy designed to take advantage of globalization's opportunities and to meet an institution's internationalization…

The purpose of this study was to examine the nature of distributed leadership at the University of ABC's SCPS, as the School worked to transform itself through reorganization. The study examined the perceptions of key leaders and members of the implementation team as they sought to understand the implementation of a more participative approach to…

Leader perceptions of higher education reforms in Armenia are examined in order to gain an insight into how they view the reforms, their role in the reforms and the roles of others. Semi-structured interviews were conducted with six Armenian higher education leaders and analysed in terms of the following five aspects relevant to leadership: policy…

Leaders of higher education institutions can create top management teams of academic administrators to guide and improve their organizations. This study illustrates how the leadership of top management teams can be accomplished successfully through a combination of goal setting (Doran, 1981; Locke & Latham, 1990), understanding of team roles…

Describes how Georgia Nugent brings her training as a classicist and her credibility as a scholar and teacher to her job leading Princeton's efforts in instructional technology. (EV)

After a brief introduction offering three reasons people and institutions hesitate to commit themselves to a continuing process of "self-study-in-action," four types of administrative leadership activities are distinguished, those that: (1) respond to external emergencies/opportunities, (2) accomplish role-defined tasks, (3) define and…