BOOKS FOR TEACHERS, ADMINISTRATORS, AND POLICYMAKERS IN HIGHER EDUCATION

Shared Leadership in Higher Education

A Framework and Models for Responding to a Changing World

Paperback
December 2021
9781642672251
More details
  • Publisher
    Stylus Publishing
  • Published
    2nd December 2021
  • ISBN 9781642672251
  • Language English
  • Pages 256 pp.
  • Size 6" x 9"
$35.00
Lib E-Book

Library E-Books

We are signed up with aggregators who resell networkable e-book editions of our titles to academic libraries. These editions, priced at par with simultaneous hardcover editions of our titles, are not available direct from Stylus.

These aggregators offer a variety of plans to libraries, such as simultaneous access by multiple library patrons, and access to portions of titles at a fraction of list price under what is commonly referred to as a "patron-driven demand" model.

December 2021
9781642672268
More details
  • Publisher
    Stylus Publishing
  • Published
    6th December 2021
  • ISBN 9781642672268
  • Language English
  • Pages 256 pp.
  • Size 6" x 9"
$135.00
Hardback
December 2021
9781642672244
More details
  • Publisher
    Stylus Publishing
  • Published
    2nd December 2021
  • ISBN 9781642672244
  • Language English
  • Pages 256 pp.
  • Size 6" x 9"
$135.00
E-Book (ePub)
December 2021
9781642672275
More details
  • Publisher
    Stylus Publishing
  • Published
    6th December 2021
  • ISBN 9781642672275
  • Language English
  • Pages 256 pp.
  • Size 6" x 9"
$35.00

Today’s higher education challenges necessitate new forms of leadership. A volatile financial environment and the need for new business models and partnerships to address the impact of new technologies, changing demographics, and emerging societal needs, demand more effective and innovative forms of leadership. This book focusses on a leadership approach that has emerged as particularly effective for organizations facing complex challenges: shared leadership.

Rather than concentrating power and authority in an individual leader at the top of an organization, shared leadership involves multiple people influencing one another across varying levels and at different times. It is a flexible, collective, and non-hierarchical approach to leadership. Organizations that have implemented shared leadership have been better able to learn, innovate, perform, and adapt to the types of external challenges that campuses now face and that will continue to shape higher education in the future.

This book brings together the two foremost scholars of higher education who have studied, described and evaluated the impact of shared leadership, a university chancellor with prior experience of facilitating systemic institutional change at two university systems, and the former president of three universities where she coordinated processes that led to the transformational changes needed renew institutional mission and purpose.

Opening with four chapters that define the nature of shared leadership, describe its key characteristics, and how to build institutional capacity, the book then presents ten institutional cases. Ranging from institution-wide initiatives at four year colleges and a community college, to examples of managing change in a college, a center, and across STEM departments, the contributing authors describe the context and drivers of the need for change, the building of shared vision to create coalitions, lessons learned, and outcomes.

Intended as a resource for leaders at the highest levels such as Presidents and Provosts as well as mid-level leaders such as deans, directors, and department chairs, the book is also addressed to faculty and staff who are interested in collaborating with campus leaders on institutional decision-making or creating new change initiatives. It is intended to build capacity for shared leadership across institutions and for use in leadership courses and programs.

“The harder the challenges get for higher education, the more we must
learn the lessons of shared leadership. Refreshingly, in a time when we all feel pressed for answers, the wisdom in this volume is wide-ranging, crossing lessons learned at very different institutions, touching on topics as varied as maximizing student success, managing budget constraints, fostering high-impact practices and pedagogy in STEM, strategically distributing DEI ownership, collaborating on community-engaged problem solving, and more. This trenchant volume sparkles with both honesty and hope—and has lessons
from which we can all surely draw.”

From the Foreword by Nancy Cantor - Chancellor of Rutgers University—Newark

Foreword - Nancy Cantor
Introduction

1) A Changing Academy and a Changing World: Why Shared Leadership Is Important
2) The Nature of Shared Leadership
3) Understanding the Outcomes and Uses of Shared Leadership
4) Creating an Environment of Support: Building Organizational, Team, and Individual Capacity
5) A Faculty-Lead Effort to Build Campus Community Around Inclusive Excellence STEM —Amy Sprowles and Matt Johnson
6) Improving Student Success and Enrollment at the University of Wisconsin-Whitewater —Susan Elrod, Matt Aschenbrener, and Beth John
7) Creating a Shared Leadership Approach to Managing a College of Liberal Arts and Sciences —Fletcher Beaudoin, Matthew Carlson, DeLys Ostlund, and Todd Rosenstiel
8) Many Spiders, One Web: Distributing Leadership for Inclusive Excellence at the University of Richmond  —Ashleigh M. Brock, Patricia Herrera, Amy L. Howard, and Glyn Hughes with Ronald A. Crutcher, David Hale, and Jeffrey Legro
9) Changing Minds: Integrative Tutoring and Institutional Transformation at SUNY Geneseo —Joe Cope, Robert Feissner, Beverly Henke-Lofquist, Gillian Paki, and Lisa Smith
10) Portland State University's Homelessness Research and Action Collaborative (HRAC): A Shared Leadership Journey —Maude Hines, Jacen Greene, Greg Townley, Marisa Zapata, and Todd Ferry
11) Creating the Capacity to Work on Complex Problems at Winona State University —Judith A. Ramaley
12) Shared Transformation: The One Door Approach at Cuyahoga Community College —Alex Johnson and Karen Miller
13) Shared Leadership in a National-Scale Network: The Center for the Integration of Research, Teaching, and Learning (CIRTL) as a Case Example —Ann E. Austin and Robert D. Mathieu
14) Reflections on Shared Leadership in Action

Appendix A: Getting Started With Shared Leadership on Your Campus
Appendix B: Building Capacity for Shared Leadership
Editors and Contributors
Index

Elizabeth M. Holcombe

Elizabeth M. Holcombe is a postdoctoral research associate at the University of Southern California’s Pullias Center for Higher Education.

Adrianna J. Kezar

Adrianna Kezar is a professor of higher education at the University of Southern California and codirector of the Pullias Center for Higher Education. Kezar is a national expert of student success, equity and diversity, the changing faculty, change, governance, and leadership in higher education.

Kezar is well published with 18 books and monographs, more than 100 journal articles, and more than 100 book chapters and reports. Recent books include Envisioning the Faculty of the 21st Century (Rutgers University Press, 2016), How Colleges Change (Routledge, 2013), Enhancing Campus Capacity for Leadership (Stanford Press, 2011) and Organizing for Collaboration (Jossey-Bass, 2009).

She is the project director for the Delphi Project on the changing faculty and student success and was just awarded a grant from the Teagle Foundation for institutions that better support faculty and create new faculty models.

Susan L. Elrod

Susan Elrod serves as the sixth chancellor of Indiana University South Bend. She has served as a provost, dean, and in various academic leadership positions in the California State University and the University of Wisconsin systems.

Judith A. Ramaley

Judith A. Ramaley is President of Winona State University. Prior to coming to Minnesota, Dr. Ramaley held a presidential professorship in biomedical sciences at the University of Maine and was a Fellow of the Margaret Chase Smith Center for Public Policy. She also completed a residency as a Visiting Senior Scientist at the National Academy of Sciences.From 2001 to 2004, Dr. Ramaley was Assistant Director, Education and Human Resources Directorate (EHR) at the National Science Foundation (NSF). Prior to joining NSF, Dr. Ramaley was president and professor of biology at the University of Vermont. Dr. Ramaley has a special interest in higher education reform and has played a significant role in designing regional alliances to promote educational cooperation. She has contributed to national discussions about the changing nature of work and the workforce. She plays a national role in the exploration of civic responsibility and the role of higher education in promoting good citizenship. She also has published extensively on educational reform; science, technology, engineering, and mathematics education; and the leadership of organizational change.

complex challenges; non-hierarchical approach; systemic institutional change; institutional mission; change outcomes; building capacity; shared transformation; distributing leadership