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Author O'Mullane, Michael.

Title University leadership : approaches, formation and challenges in Europe / Michael O'Mullane
Published Basingstoke : Palgrave Macmillan, 2011


Location Call no. Vol. Availability
 W'BOOL  378.111 Omu/Ula  AVAILABLE
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 --
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 --
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 --
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
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 --
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? --
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 --
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.
Universities and colleges -- Europe -- Administration.
Author Palgrave Connect (Online service)
LC no. 2011534745
ISBN 0230314031