International Perspectives on Leadership in Higher Education
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- Description
- Contents
- About
As complex, large institutions, universities present unique challenges for leaders. What is the nature of leadership for the 21st century? Should universities continue to rely predominantly on recruiting from within or should university leaders be drawn from wider professional fields and industries? How should such leaders be developed and supported? What does the existing research tell us about all of these questions, and what further research needs to be done?
International Perspectives on Leadership in Higher Education examines how contemporary leaders in higher education – in different disciplines, at different levels and in different parts of the world – are identified, developed and supported. Employing a mixture of theoretical, practical and personal perspectives, it shows how notions and expectations of leadership in higher education are changing, discusses the varied reasons behind these trends, and speculates on possible future developments.
International Perspectives on Leadership in Higher Education is essential reading for new and aspiring leaders in higher education worldwide, as well as for those responsible for selecting and supporting leaders to thrive in a higher education environment.
Introduction; Alasdair Blair, Darrell Evans, Christina Hughes, and Malcolm Tight
- Part 1: Insiders, Intruders and Newcomers
- Chapter 1. Research into Leadership in Higher Education: a systematic review; Malcolm Tight
- Chapter 2. Academic Inbreeding: the state of the art; Hugo Horta
- Chapter 3. A View from the Outside: perspectives on the purpose and value of appointing external leaders in higher education, and how to retain them; Ken Sloan
- Chapter 4. University Presidents in Japan, Korea and Taiwan: academic training and career characteristics; Jung Cheol Shin, Futao Huang, and Angela Yung Chi Hou
- Chapter 5. Intruders and Outsiders in Academic: the intersections of gender and class; Ana González Ramos and Nora Räthzel
- Part 2: Developing Leaders
- Chapter 6. Leadership Versus Management in Higher Education; Geoff Scott
- Chapter 7. Academic Leader Selection, Development, Evaluation and Recognition: four critical higher education challenges; Brent Ruben, Gwendolyn Mahon, and Karen Shapiro
- Chapter 8. Leveraging Coaching and Mentoring for the Development of Senior Leaders in Higher Education; Judie Gannon, Sally Bonneywell, Colleen Harding, and Sally Jackson
- Chapter 9. Academic Leaders under Stress: sources and strategies; Walter Gmelch and Chioma Ezeh
- Chapter 10. Research Leadership: what it is and why it matters; Matthew Flinders
- Part 3: Alternative Perspectives
- Chapter 11. Professors as Academic Leaders: a ‘new wave’ critical leadership-informed analysis of doing professorship in the UK; Linda Evans
- Chapter 12. Impact of New Disruptions on Academic Leadership; Celia Popovic
- Chapter 13. Traversing in Waters of Uncertainty During Covid: the voices of academic leaders from Turkey; Ozge Hacifazlioglu, Ihsan Kuyumcu, Bilge Kalkavan, and Rebecca Cheung
- Chapter 14. An Ecological View of Distributed Leadership for Higher Education; Sandra Jones
- Chapter 15. Leading into a New Higher Education as it Emerges in the Present Moment; Barbara Bassa
Alasdair Blair is Associate Pro Vice-Chancellor Academic and Jean Monnet Professor of International Relations, De Montfort University, U.K.
Darrell Evans is an Honorary Professor in the School of Medicine and Public Health, the University of Newcastle, Australia and Founder of globalDARBE Consulting and Training.
Christina Hughes is a Visiting Professor at Coventry University, an Honorary Professor at the University of Kent, and Founder and CEO of Women-Space, U.K.
Malcolm Tight is Professor of Higher Education at Lancaster University, UK, and Series Editor for International Perspectives on Higher Education Research.