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Journal article
Touch the stone: A case study of engaged leadership
Journal of Higher Education Management, Vol.35(4), pp.58-66
2020
Abstract
The changing environment for higher education requires administrative leadership that is poised to respond and guide faculty and staff through changes while preserving the values and culture of the institution. Challenges to the purpose and goals of higher education institutions posed by both internal and external stakeholders necessitate that leadership communicate their commitment to a shared vision, care and nurturing of workers, innovation, and inclusion. These fundamental values, which higher education advances for the common good, must be presented by engaged leaders as essential, touchstone ideals that serve to bind organizational members during times of significant change. Engaged leaders who understand how to develop and draw upon shared institutional meanings are most effective at advancing their organizations. This paper will make the case for the value of engaged leadership during times of institutional challenge and change by building upon tenants of related/current leadership theories and perspective strategies, and thereafter providing exemplars of engaged leadership experienced by the authors.
Details
- Title
- Touch the stone
- Publication Details
- Journal of Higher Education Management, Vol.35(4), pp.58-66
- Resource Type
- Journal article
- Publisher
- American Association of University Administrators (ACUA)
- Copyright
- © Copyright 2020 by American Association of University Administrators. Permission to reprint for academic/scholarly purposes is unrestricted provided this statement appears on all duplicated copies. All other rights reserved.
- Identifiers
- 99381435737006600
- Academic Unit
- Social Work; Usha Kundu, MD College of Health; Criminology, Criminal Justice, and Legal Studies; College of Arts, Social Sciences, and Humanities
- Language
- English