This conceptual article explores the changing way of leading. It proposes that in contrast to the primarily outer actions that characterize educational change, the inner and outer dimensions of leaders are necessary to change what constitutes leading, thereby making it more appropriate to our times. The unfolding of leading actions and the…

General education requirements comprise, on average, approximately 30% of the undergraduate curriculum and therefore represent an important feature of the student academic experience in American colleges and universities. Previous studies have not fully examined the origins of the most important models of general education, the distribution of…

In order to enhance economic education in ways that are consistent with the liberal education perspective, the catalyst function of education needs to be supported more fully. The content of what is taught will, and should, be determined by individual professors and schools. Ideally, the "right" content will be taught passionately. But this is…

Purpose: Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach: Participants were 818 faculty members within six faculties of a Dutch university. Data were…

More than 40 school business officials honed their skills as leaders in education by participating in the 2008 Eagle Institute held July 31-August 1 in Annapolis, Maryland. Association of School Business Officials International's (ASBO) Eagle Institute is a tremendous learning forum to foster growth among rising leaders in public education. Led by…

For almost half a century from the early 1960s Martin Trow was the most persistent American commentator on British higher education. He analysed the main reports from Robbins to Dearing, developed and applied a language for discussing common problems amongst different systems, and focused on the uncertain progress of the UK to mass higher…

One tradition within the complexity paradigm considers organisations as complex adaptive systems in which autonomous individuals interact, often in complex ways with difficult to predict, non-linear outcomes. Building upon this tradition, and more specifically following the complex systems leadership theory approach, we describe the ways in which…

Executive power and status depends on others' belief in the executive's capacity for control via rational decision-making, "by the numbers" and above the fray of day to day minutia. By exploring his own experience in the complex social dynamics of a long, complicated merger process--characterised by misunderstanding, incomplete…

The history of AAHPERD is important for understanding "who" we are and the chronology of events that brought us to this point in time. In its history, the Alliance has experienced many successes, many challenges, and a few disappointments. Some of these are chronicled in this article. A brief recounting of the past 25 years is given in…

Risk-based regulation is a relatively new mode of governance. Not only does it offer a way of controlling institutions from the outside but it also provides the possibility of making an organisation's achievements visible/visualisable. This paper comments on a list of possible risks that higher education institutions have to face. In a second…

This case was written for use in courses dealing with school administration, specifically those related to organizational change, school improvement/turnaround, and the principalship. It explores a veteran principal's first year as a "turnaround specialist" in a low-performing middle school, where she works with a sense of urgency to achieve an…

This article explores the relationship between users' interpretations of a new technology and failure of organizational change. I suggest that people form interpretations of a new technology not only based on their conversations with others, but also through their use of technology's material features directly. Through qualitative and quantitative…

Purpose: Universities are increasingly aspiring to be both models and catalysts of change, leading the world to a more sustainable and desirable future. Yet complex and ineffective governance, traditional disciplinary boundaries, and the lack of a shared vision at academic institutions often hinder progress toward this goal. The purpose of this…

Initiating changes in technology, promoting utilization, and managing resistance by faculty may be among the most pressing challenges for academic leadership. Change that involves new technology is an ideal example of the systemic nature of organizational change because it includes infrastructure, expert knowledge, training, long-term vision,…

This paper presents the findings from an evaluation research project undertaken by Henley Management College in 2006. This project followed an earlier research study that focused on identifying the leadership development needs for leaders of small and medium sized-enterprises (SMEs) in the UK, developed a leadership development model and made…