Reframing Academic Leadership
Lee G. Bolman, Joan V. Gallos
Format: PDF / Kindle (mobi) / ePub
Reframing Academic Leadership is a no-nonsense guide for academic administrators at all levels in colleges and universities and for those who seek to understand the unique challenges and opportunities in leading institutions of higher education today.
Bolman and Gallos speak to those who care deeply about higher education, appreciate its strengths and its imperfections, and are committed to making it better. Colleges and university administrators who strive to be leaders with impact and significant forces for good will find in this book a readable, intellectually provocative, and pragmatic approach to their work and its possibilities.
universities depicted as intensely political places populated by political amateurs who keep making a mess of things because their interests are so parochial—and their political skills so limited. One reason faculty and academic administrators play the political game so badly is that they have rarely wanted to learn to play it better. They often view politics with distaste and prefer to view themselves as rational beings with noble intentions—even if they grant that they live in an imperfect
strategy backfired. Rule 2 dates back to the sixth century BCE and Chinese military strategist Sun-Tzu: Keep your friends close and your enemies closer. This sounds easier than it is. The political world of the university is rough and tumble, and the daily fray is wearing. It’s tempting to manage the strain by spending time with those who think and feel like us—and who will work with us to advance our goals and projects. But ignoring opposition doesn’t make it go away. Like Quixote, we won’t
accountability 3. Effective teamwork: Setting parameters and providing support to facilitate collective problem solving and action 4. Support, coaching, and care: Engaging with people; understanding their concerns and needs; and helping them grow, learn, and be productive 5. Hiring the right people: Increasing the likelihood that the people you hire will be happy and productive by taking recruiting and the vetting of candidates seriously Human resource leadership in colleges and
well with the Old West imagery familiar to his Arizona audiences. Quixote spoke of rockets to greatness and quantum leaps of innovation, but offered little homegrown imagery that connected to his campus culture or to local traditions and values. Another significant difference in the Crow and Quixote cases was where the leaders focused early investments. Crow put his bets on teaching and research—the bedrock of the university, a cornerstone of collegiate culture, and indisputable symbols of the
understand the predictable system dynamics and pressures in the role are ahead of the game. Knowledge and the choice to take a different leadership stand will help. So will skills for working productively with differences and for conducting win-win negotiations. 10 Leading Difficult People We don’t know that colleges and universities have more idiosyncratic and difficult people than other organizations, though anecdotal evidence to that effect is buttressed by popular stereotypes in film