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Taking the reins : institutional transformation in higher education

Author: Peter D Eckel; Adrianna J Kezar
Publisher: Westport, CT : Praeger, 2003.
Series: American Council on Education/Praeger series on higher education.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
"Taking the Reins is based on the ACE Project on Leadership and Institutional Transformation, a five-year effort funded by the W.K. Kellogg Foundation involving 23 diverse institutions working on transformational change. Some of these institutions were successful in their efforts; others were not. This book focuses on a subset of six of the institutions that had made the most significant change at the end of five
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Eckel, Peter D.
Taking the reins.
Westport, CT : Praeger, 2003
(DLC) 2002029881
(OCoLC)50339423
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Peter D Eckel; Adrianna J Kezar
ISBN: 0313053537 9780313053535 0313059160 9780313059162
OCLC Number: 60039271
Description: 1 online resource (xvi, 193 pages).
Contents: 1. The Context for Transformation --
2. Defining and Charting Transformation --
3. Helping People Think Differently: An Essential Element of Transformation --
4. Five Core Strategies for Transformation --
5. The Multifaceted Process of Transformation: Secondary Strategies, Interconnected Approaches, and Balance --
6. Making Strategies Unique: Institutional Culture --
7. The Mobile Model of Transformation --
App. A. Institutions in the ACE Project on Leadership and Institutional Transformation --
App. B. Research Design and Methodology.
Series Title: American Council on Education/Praeger series on higher education.
Responsibility: Peter D. Eckel and Adrianna Kezar.

Abstract:

"Taking the Reins is based on the ACE Project on Leadership and Institutional Transformation, a five-year effort funded by the W.K. Kellogg Foundation involving 23 diverse institutions working on transformational change. Some of these institutions were successful in their efforts; others were not. This book focuses on a subset of six of the institutions that had made the most significant change at the end of five years. Key findings include an identified set of core change strategies, the interrelationship among these strategies, the importance of helping people think differently, and the need for sensitivity to institutional culture.

The authors formulate a coherent model, called the Mobile Model of Change, which is used as a metaphor for the process of transformational change, since it illustrates how the identified change strategies work together." "This book will be of interest to presidents and provosts, deans, department chairs, and faculty committee chairs, as well as other campus administrators. Others who will benefit from this information are higher education scholars and directors of leadership development programs that incorporate modules on change management."--Jacket.

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