| Description |
xvi, 213 pages : illustrations ; 22 cm |
| Contents |
Contents note continued: (1b).To what extent do universities have formal policies on approaches to leadership and management? -- (1c).To what extent are there differences in the expectations for academic and non-academic staff in the practice and behaviour of leadership and management in universities? -- Summary and conclusions to Chapter 4 -- 5.Forming Leadership: Approaches Taken in Developing Leadership and Management Capability -- Introduction: Active and passive leadership development -- (2a).To what extent do universities provide developmental opportunities for academic staff and for non-academic staff in leadership and management? -- (2b).What is the focus and the intention of developmental opportunities that are provided for academic staff and for non-academic staff in management and leadership? -- Naturalistic and developmental approaches -- Summary and conclusions of this chapter -- 6.Challenges Facing University Leadership -- Introduction -- |
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Contents note continued: (3a).What are the main challenges for university management and leadership for the immediate future? -- Analysis -- Concept of ̀university' -- Environment -- Finance -- Governance -- Leadership and management -- Programmes/Curriculum -- Research -- Staffing -- Structure -- Students -- Discussion: Challenge resolution -- (3b).To what extent are these challenges likely to change and in what ways? -- (3c).How have the Bologna protocols posed challenges for university leadership and management in Europe? -- Maintenance of the traditional character of higher education -- Distinctive character of each university -- Differences in standards among university providers -- Shortening of the duration of programmes -- Summary and conclusions -- 7.Summary, General Outcomes, Implications and Future Directions -- Introduction -- General outcomes restated -- Approaches to university organisational leadership -- |
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Contents note continued: Approaches to university organisational leadership development -- Challenges for university organisational leadership -- Implications for university organisational leadership ̀policies' and practices -- Implications: Approaches to university organisational leadership -- An ideal model of university organisational leadership: ̀Servant leadership'? -- University: An organisation or a place for individual practice? -- Leadership as a voluntary exercise of time - behavioural consequences -- Perceived differences in leadership capability of academics and non-academics -- Understanding leadership and its significance in a profession -- Team approach to university work - challenge to bureau-class stratification -- Leader selection and political influences -- Behavioural impacts of election model and perceptions of it -- Approaches to university organisational leadership development -- Belief in naturalistic leadership capability of academics -- |
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Contents note continued: Exhibit 7.2 Research recommendation 2 -- Exhibit 7.3 Research recommendation 3 -- Exhibit 7.4 Research recommendation 4 -- Exhibit 7.5 Research recommendation 5 -- Exhibit 7.6 Research recommendation 6 -- Exhibit 7.7 Research recommendation 7 -- Concluding comment -- Notes -- References -- pt. I Works cited -- pt. II Selected background works on interviewee and related organisations -- Appendices -- A.The Interviewees -- B.Variables Identified from Initial Data Reduction of Interview Text -- C.Challenge Resolution -- D.Information Sheet on the Research Project, Research Participation Consent Form and Interview Schedule |
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Contents note continued: Formation of university organisational leadership -- Naturalistic approach -- Developmental approach -- Challenges for leadership of universities in Europe -- Conclusion and links with next chapter -- Summary -- Addressing knowledge gaps and limitations -- The next chapter - adding an organisational dimension -- 2.The University as ̀Organisation' in the Context of Leadership -- Introduction -- A relatively open systems approach to universities as organisations -- A systems orientations focus -- Input orientations -- Process orientations -- Output orientations -- Leadership context -- The orientations approach -- Summary and conclusions -- Research objectives -- The next chapter -- 3.Approach to Data Collection and Analysis -- Introduction -- Addressing ̀gaps' -- Leadership and management transect of European university systems -- Structural imperfections in data sources and spatial contexts -- Vertical leadership transect -- |
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Contents note continued: Horizontal leadership transect -- The interviewees -- Data collection processes -- Interviews -- Other data sources -- Data reduction and pattern matching -- Analytical methods -- Concept pattern matching -- Descriptor Sets and Concept Sets -- Summary and conclusions to Chapter 3 -- 4.Approaches Universities Take in Their Own Leadership and Management -- Introduction -- (1a).What models or approaches to leadership and management are used by universities? -- Traditional collegiate ̀academic guild' model (bottom-up inverted authority pyramid) -- ̀Public' sector/public utility approach - ̀for the public good' -- Business model - entrepreneurial/business emulation approach -- Synthesis of the reported approaches to leadership -- Some contrasts -- Preferred approaches to leadership and management -- Ideal approaches to university organisational leadership: What approach to leadership is needed? -- |
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Contents note continued: Leadership development opportunities not offered to, or valued by academics -- University staff in general do not attend courses on leadership and management provided by governments responsible for assisting universities -- Formal and informal approaches to forming organisational leadership capability -- Emergent expectations of universities -- University governance responsibilities for leadership -- Challenges for university organisational leadership -- Bologna protocols as challenges -- University governance and dilemmas of leadership priorities -- Concept of ̀university' -- Universities perceived as separate from the community and society -- ̀Businessification' of universities -- Brief review of interpretive elements: The imperfect transect of university organisational leadership in an open systems organisational context -- Future directions: Recommendations for further research -- Exhibit 7.1 Research recommendation 1 -- |
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Machine generated contents note: 1.Organisational Leadership: Background and Framework for a Study of European Universities -- Introduction: An emergent interest in university organisational leadership -- Sources of interest in university organisational leadership -- Expansion of leadership knowledge and assumed universality of leadership -- University introspection and reflections -- Expectations of regional and national governments -- Expectations of interest groups -- Limitation of leadership knowledge for a university context -- Concept of university organisational leadership -- A definition of leadership -- Leadership and organisational structure -- Precepts for organisational coordination and navigation -- Leadership: Real or illusionary? -- ̀Governance' as leadership -- Why focus on European universities? -- The University in Europe - a concept -- University organisational leadership ̀space' in Europe -- University organisational leadership and academic freedom -- |
| Summary |
This book explores approaches taken to university leadership, how leadership is formed, and challenges that leadership of universities experiences within the context of Europe |
| Notes |
Formerly CIP. Uk |
| Bibliography |
Includes bibliographical references (pages [142]-166) and index |
| Subject |
Educational leadership -- Europe.
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Universities and colleges -- Europe -- Administration.
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| Author |
Palgrave Connect (Online service)
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| LC no. |
2011534745 |
| ISBN |
0230314031 |
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9780230314030 |
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