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This book provides a timely and comprehensive response to the
widely acknowledged serious failings in our current knowledge of
organizational leadership and culture, providing an ecologically
inspired approach which unifies knowledge and practice across all
of the pivotal organisational elements of leadership, culture,
teamwork, creativity, complexity and wisdom. Drawing on case
studies from Australia and New Zealand, Branson and Marra argue
that just as ecosystems are systems of connected elements through
which the energy needed to maintain the health of the system must
readily flow, an organisation is also a connected system that
equally requires a healthy flow of energy in order to achieve its
core purpose. Their theory of organizational ecology describes how
organizational connectivity, as revealed by the quality of the
relationships among the people and the parts of the organization,
provides the conduit through which the essential energy (in the
form of knowledge, information, ideas, innovation, and support
sharing) must flow. Through the application of the theory of
organizational ecology, Branson and Marra illustrate how a leader
must grow their leadership knowledge and wisdom in order to develop
the organization's people and culture so that it is fully able to
accomplish the desired vision, mission and core purpose.
There is an abundance of research saying that not only is
leadership in higher education ineffective but also that it
actually undermines the essential work that should be happening in
universities. Christopher M. Branson, Maureen Marra, Margaret
Franken and Dawn Penney provide a new insight into leadership that
has proven to be far more effective for all involved - the
transrelational approach to leadership. This new way of leading
places an emphasis on the importance of the relationships that the
leader develops with each and every person they are leading.
However, in order to apply this new way of leading, higher
education institutions must change some of the key ways they work.
This book provides direction in how this can happen, what benefits
would result, and offers a view on what the future for higher
education might be if such changes to leadership are not made.
Leadership in Higher Education from a Transrelational Perspective
both critiques the likely implications of adopting this
transrelational form of leadership into a higher educational
institution and discusses the implications of not doing so.
Although a transrelational approach to leadership might seem
daunting for higher education institutions to adopt, is there any
other choice? The authors argue that it is inconceivable for
institutions founded upon promoting human development as a
consequence of research to ignore such research that not only
questions the suitability of current leadership practices but also
offers a more effective alternative.
There is an abundance of research saying that not only is
leadership in higher education ineffective but also that it
actually undermines the essential work that should be happening in
universities. Christopher M. Branson, Maureen Marra, Margaret
Franken and Dawn Penney provide a new insight into leadership that
has proven to be far more effective for all involved - the
transrelational approach to leadership. This new way of leading
places an emphasis on the importance of the relationships that the
leader develops with each and every person they are leading.
However, in order to apply this new way of leading, higher
education institutions must change some of the key ways they work.
This book provides direction in how this can happen, what benefits
would result, and offers a view on what the future for higher
education might be if such changes to leadership are not made.
Leadership in Higher Education from a Transrelational Perspective
both critiques the likely implications of adopting this
transrelational form of leadership into a higher educational
institution and discusses the implications of not doing so.
Although a transrelational approach to leadership might seem
daunting for higher education institutions to adopt, is there any
other choice? The authors argue that it is inconceivable for
institutions founded upon promoting human development as a
consequence of research to ignore such research that not only
questions the suitability of current leadership practices but also
offers a more effective alternative.
This book provides a timely and comprehensive response to the
widely acknowledged serious failings in our current knowledge of
organizational leadership and culture, providing an ecologically
inspired approach which unifies knowledge and practice across all
of the pivotal organisational elements of leadership, culture,
teamwork, creativity, complexity and wisdom. Drawing on case
studies from Australia and New Zealand, Branson and Marra argue
that just as ecosystems are systems of connected elements through
which the energy needed to maintain the health of the system must
readily flow, an organisation is also a connected system that
equally requires a healthy flow of energy in order to achieve its
core purpose. Their theory of organizational ecology describes how
organizational connectivity, as revealed by the quality of the
relationships among the people and the parts of the organization,
provides the conduit through which the essential energy (in the
form of knowledge, information, ideas, innovation, and support
sharing) must flow. Through the application of the theory of
organizational ecology, Branson and Marra illustrate how a leader
must grow their leadership knowledge and wisdom in order to develop
the organization’s people and culture so that it is fully able to
accomplish the desired vision, mission and core purpose.
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