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Leadership in Higher Education from a Transrelational Perspective

Author: Christopher M Branson; Maureen Marra; Margaret Franken; Dawn Penney
Publisher: London : Bloomsbury Academic, 2018. ©2018
Series: Perspectives on leadership in higher education.
Edition/Format:   eBook : Document : EnglishView all editions and formats
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Branson, Christopher M.
Leadership in Higher Education from a Transrelational Perspective.
London : Bloomsbury Academic, 2018
(DLC) 2018289108
(OCoLC)1012763228
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Christopher M Branson; Maureen Marra; Margaret Franken; Dawn Penney
ISBN: 9781350042391 1350042390
OCLC Number: 1023861605
Description: 1 online resource (viii, 216 pages)
Contents: Intro; Title Page; Copyright Page; Contents; Series Editors' Foreword; Introduction: What is Universal about Leadership in Higher Education?; The nature of leadership, management and administration; Leadership in the context of this book; What is universal in higher education leadership?; An overview of this book; Chapter 1 Organizational Culture: Recognizing its Invisible Force; Introduction; The foundations of organizational culture; Exploring higher education culture; The cultural effects of managerialism on higher education; Corporate concerns with managerialism. Cultural insights for a better form of higher education leadershipChapter 2 The Theoretical Foundations of Transrelational Leadership; Introduction; Making leadership the first priority; Overcoming past habits and convictions; Acknowledging the inherent limitations of management; The foundation of leadership for todays organizations; Embracing the essential relational aspect of leadership; Embodying transrelational leadership; The four fundamental qualities of a transrelational leader; An example of a transrelational leader; Conclusion; Chapter 3 Leadership as Transrelational Practice. IntroductionContrasting leadership characteristics; Two serious future implications for higher education leadership; Conclusion; Chapter 4 Real Power and Influence; Introduction; Possible sources of power; Relational power deconstructed; Three important applications of relational power; Commitment; Responsibility; Conclusion; Chapter 5 The Challenge of Organizational Change; Introduction; Organizational change in the higher education context; An overview of developments in organizational change; Overcoming employee resistance to organizational change; Where to for organizational change? ConclusionChapter 6 Seeking High Performance; Introduction; Limitations of performance management; The impact of performance management in higher education; The currency of employee engagement in the business world; Defining employee engagement; Exploring the likely drivers of employee engagement; Towards a more holistic understanding of employee engagement; Conclusion; Chapter 7 Reinventing Human Resource Management; Introduction; The foundations of HRM; A review of contemporary HRM; Where to next for HRM?; Where to next for higher education organizations?; Conclusion. Chapter 8 Learning for Future LeadershipIntroduction; Why learning and not development?; Leadership preparation programmes in higher education; The fundamental principles of a leadership-learning programme; Conclusion; Conclusion: What Might Tomorrow Bring?; Why leadership in higher education needs to change; Building on what is known to work; The essence of transrelational leadership; The challenges and benefits of transrelational leadership; Preparing higher education leaders to be transrelational; Concluding comments; References; Index.
Series Title: Perspectives on leadership in higher education.
Responsibility: Christopher M. Branson, Maureen Marra, Margaret Franken and Dawn Penney.

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A gift to academia. * Teachers College Record * Evocative, clear and compelling revelation of the kind of leadership contemporary higher education needs, and how to make it work. * Hamish Coates, Read more...

 
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