| Description |
1 online resource |
| Contents |
<P>List of figures</P><P>List of tables</P><P>Contributors</P><P></P><P>Acknowledgements</P><I><P>Stephanie Marshall</P></I><P></P><P>Foreword </P><I><P>Antony Seldon</P></I><P></P><P> </P><B><P>Part one</P></B><P>Chapter 1: Global context </P><I><P>Stephanie Marshall</P></I><P>Chapter 2: Strategy, governance and leadership </P><I><P>Ewart Wooldridge</P></I><P>Chapter 3: Leading and managing strategic change </P><I><P>Stephanie Marshall</P></I><P></P><P> </P><B><P>Part two</P></B><P>Chapter 4: Transforming universities through use of management analytics </P><I><P>Ian Dunn</P></I><P>Chapter 5: Successful leadership and management to achieve major strategic change: making the Melbourne Model</P><I><P>Peter McPhee</P></I><P>Chapter 6: Forward With Integrity at McMaster University </P><I><P>Patrick Deane</P></I><P>Chapter 7: Promoting parity of esteem in teaching and research </P><I><P>Geraint Howells</P></I><P>Chapter 8: Birth of the PLuS Alliance </P><I><P>Merlin Crossley and Paul Ramadge</P></I><P>Chapter 9: Indigenous empowerment and diversity in higher education </P><I><P>Jessa Rogers</P></I><P>Chapter 10: Integrating research and teaching: Leading educational change in a research-intensive university in the UK </P><I><P>Dilly Fung</P></I><P></P><P> </P><B><P>Part three</P></B><P>Chapter 11: Successful strategic leadership: the contribution of Governance </P><I><P>Geoff Donnelly</P></I><P>Chapter 12: Some final reflections -- from a governance perspective </P><I><P>Ewart Wooldridge</P></I><P>Chapter 13: What does the future look like for strategic leadership</P><I><P>Stephanie Marshall</P></I> |
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Cover; Half Title; Title Page; Copyright Page; Table of Contents; List of figures; List of tables; Notes on contributors; Acknowledgements; Foreword; PART I; Chapter 1: Global context; Overview; Higher education in global context; Reflections on the first edition; Moving on to edition two; References; Chapter 2: Strategy, governance and leadership; Perspectives on strategy; So where are we today?; Insights from Leadership Foundation research; Essential ingredients of the strategy development process; Making strategic change happen; Creating a compelling narrative; Conclusion; References |
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Chapter 3 Leading and managing strategic change; Context; Background; Managing change in HE: what works well?; Structured framework for managing change; Incentivised approach to change; Capacity building; Lessons learned; Conclusions; References; PART II; Chapter 4: Transforming universities through use of management analytics; The context and catalyst for change; The approach; Intelligent, distributed use of data and management information; The development and use of a student feedback system; The development of the use of management analytics |
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Lessons learned: the evolution of the 'Coventry Way'Concluding remarks; References; Chapter 5: Successful leadership and management to achieve major strategic change: making the Melbourne Model; Drivers of change; Lessons from change; The Melbourne Model; The magnitude of change; Conclusion; Notes; References; Chapter 6: Forward with integrity at McMaster University; Context; The approach; The process; The outcomes; Reflections; Note; References; Chapter 7: Promoting excellence in teaching and research; Introduction; Enhancing the student experience; Enhancing research outputs; Conclusions |
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ReferenceChapter 8: Birth of the PLuS Alliance; Context; Lessons and insights; The narrative; Getting bottom-up buy-in; The benefits of sharing ideas; Reflections on what has gone well; Reflections on what hasn't gone so well; Summary; References; Chapter 9: Indigenous empowerment and diversity in higher education; Starting our journey; Directions for travel; Navigating difficult terrain; Future directions: where to from here?; A map for future travel; A note for the journey ahead; Note; References |
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Chapter 10: Integrating research and teaching: leading educational change in a research-intensive university in the UKIntroduction; Institutional context; A new direction; Introducing Connected Curriculum to UCL; Enabling and embedding change; Making an impact beyond UCL; Reflections on leadership in action; References; PART III; Chapter 11: Successful strategic leadership: the contribution of governance; Context; Process; Reflections; Acknowledgements; References; Chapter 12: Some final reflections from a governance perspective; HE governance at a crossroads? |
| Summary |
The contributors to this book are all leaders in their field - senior executives who have successfully led pan-university initiatives. Providing examples of bold initiatives and an analysis of their implementation, this book helps the reader reflect on how they might wish to proceed, authentically, in leading and supporting wide-scale change in the future. Each chapter highlights the power of the narrative of change. In particular, this second edition demonstrates a change in considering global factors; it: Uses a case study approach to examine global higher education institutions Reflects the huge change in the global higher education landscape over the past 10 years Reflects on initiatives from the first edition in terms of how they were scaled up and draws on the advantages and disadvantages of each Includes a conclusive 'Where to Next' section that ensures responsiveness and agility to the rapidly changing landscape and flags up a new paradigm for leadership: E4 leadership (engaging, energised, empowering and engaged). Strategic Leadership of Change in Higher Education is crucial reading for all those involved in leadership and management positions in higher education. With an emphasis on behaviours, alongside passion, ambition and a commitment to shared values as key ingredients to the success of strategic leaders, this book provides expert commentary and global insights. This is a cutting-edge book that will continue to provide higher education leaders and managers with the information necessary to stay ahead of the curve |
| Bibliography |
Includes bibliographical references |
| Notes |
Stephanie Marshall is Vice-Principal (Education) at Queen Mary University of London |
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Online resource; title from PDF title page (EBSCO, viewed March 14, 2019) |
| Subject |
Universities and colleges -- Great Britain -- Administration
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Educational leadership -- Great Britain
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Education, Higher -- Great Britain -- Administration
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Strategic planning -- Great Britain
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EDUCATION -- Higher.
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EDUCATION -- General.
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Education, Higher -- Administration
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Educational leadership
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Strategic planning
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Universities and colleges -- Administration
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Great Britain
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| Form |
Electronic book
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| Author |
Marshall, Stephanie, editor
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| ISBN |
9780429468766 |
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0429468768 |
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9780429888724 |
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0429888724 |
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9780429888731 |
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0429888732 |
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9780429888748 |
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0429888740 |
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9780203962855 |
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0203962850 |
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