Strategic Leadership: Integrating Strategy and Leadership in Colleges and Universities (ACE/Praeger Series on Higher Education)

Strategic Leadership Addresses Deep And Continuing Issues Relating To Strategy, Governance, Management, And Leadership In Higher Education During A Period Of Rapid Change. Each Of These Themes Is At The Heart Of Current Debates About The Capacity Of Universities To Respond To New Expectations, Market Realities, Reduced State Funding, Globalization, Technology, And A Long List Of Other Challenges. Dealing With These Issues Can Immobilize Colleges And Universities, Or It Can Cause Them To Become So Market-driven That They Will Sacrifice Their Own Legacy Of Academic Values. This Book Places Strategic Planning In A New Conceptual Framework That Is Oriented To Interactive Leadership Rooted In Human Agency And Values. It Will Assist Academic Professionals, Stakeholders Such As Trustees, And Students Of Higher Education To Better Understand And Use Strategic Planning As An Effective Process And As A Method Of Collaborative Leadership.--jacket. The Phenomenon Of Leadership -- The Ambiguities And Possibilities Of Leadership In Higher Education -- The System And Culture Of Academic Decision Making -- Creating And Situating An Integrative Strategy Process -- Strategic Governance: Designing The Mechanisms And Tools Of Strategy -- Integral Strategy: Narratives And Identity In Strategic Leadership -- Mission And Vision: The Heart Of Strategic Leadership -- Strategic Position: The External And Internal Contexts -- Strategies: Initiatives, Imperatives, Goals, And Actions -- Strategic Leadership In Context: From Academic Programs To Financial Models -- Implementation: From Strategic Leadership To Strategic Management -- Conflict And Change: The Limits And Possibilities Of Strategic Leadership -- Conclusion: The Strategic Integration Of Leadership. Richard L. Morrill. Includes Bibliographical References (p. [269]-283) And Index. "Strategic Leadership" addresses deep and continuing issues relating to strategy, governance, management, and leadership in higher education during a period of rapid change. Each of these themes is at the heart of current debates about the capacity of universities to respond to new expectations, market realities, reduced state funding, globalization, technology, and a long list of other challenges. Dealing with these issues can immobilize colleges and universities, or it can cause them to become so market-driven that they will sacrifice their own legacy of academic values. This book places strategic planning in a new conceptual framework that is oriented to interactive leadership rooted in human agency and values. It will assist academic professionals, stakeholders such as trustees, and students of higher education to better understand and use strategic planning as an effective process and as a method of collaborative leadership. Morrill combines theory and practice as he addresses the values and beliefs that are the underlying source of conflict in the culture and system of academic decision-making. In sum, the book provides the basic orientation that leads to an emphasis on organizational narratives of identity and aspiration--what strategy processes typically call mission and vision. After a preface, this book is divided into the following parts: (1) Issues in Leadership and Governance; (2) Preparing for Strategic Leadership; (3) Practicing Strategic Leadership; and (4) The Limits and Possibilities of Strategic Leadership. An index is also included Issues in leadership and governance. The phenomenon of leadership ; The ambiguities and possibilities of leadership in higher education ; The system and culture of academic decision-making Preparing for strategic leadership. Creating and situating an integrative strategy process ; Strategic governance : designing the mechanisms and tools of strategy Practicing strategic leadership. Integral strategy : narratives and identity in strategic leadership ; Mission and vision : the heart of strategic leadership ; Strategic position : the external and internal contexts ; Strategies : initiatives, imperatives, goals and actions ; Strategic leadership in context : from academic programs to financial models ; Implementation : from strategic leadership to strategic management The limits and possibilities of strategic leadership. Conflict and change : the limits and possibilities of strategic leadership ; Conclusion : the strategic integration of leadership.