Full Description
This book focuses attention on deans as agents of change using the conceptual framework of «turnaround leadership for higher education» (Fullan and Scott, Turnaround Leadership for Higher Education). Drawing on this framework, cases studies of six deans of color are presented. Interrogating the framework through the lens of these individuals is particularly cogent, given their positions as leaders of colleges or schools of education in a variety of institutional settings. This insider's view allows the reader to examine how a particular leader thought about and implemented a change initiative and whether the desired organizational outcomes were achieved. The study of deans of color who must engage in critical problem-solving is especially timely, given the absence of their perspectives in the existing literature on change and change initiatives in higher education.
Contents
Contents: Mary Futrell: Preface - Olga M. Welch: Falling Down the Rabbit Hole - Olga M. Welch: Turnaround Leadership Conceptual Framework: Advice From a Caterpillar - Louis A. Castenell, Jr./Karen E. Watkins/Kathleen deMarrais: Swimming Against the Tide: Reflections on Leadership for Change - Alfonzo Thurman: Reflections on Leading for Change in a Large Public Research Intensive University - Renee A. Middleton: Navigating Change: Leadership That Matters - Fayneese Miller: Fiscal Management and the Deanship: Providing Leadership in Times of Economic Crisis - Lemuel W. Watson: Serving With Pleasure: Sharing the Value Added to the Institution for Your Presence - Leslie Fenwick: Leadership: An Inside Job - Olga M. Welch: Deans of Color as «Turnaround Leaders» - Applying the Framework - Earl T. Braxton: Organizations as Rabbit Holes: Going Inside Without Getting Lost - Michael E. Dantley: Afterword: Leadership, Change, and a Spiritual Engagement: How Higher Educational Leaders Use Spirituality to Impact Their Professional Practice.
