|
Showing 1 - 2 of
2 matches in All Departments
How did the 1990s and early 21st century impact the evolution of
the college presidency? The legitimacy and performance of higher
education were called into question during this period, and respect
for some of its leaders declined. An economic downturn and the
concomitant change of student enrollment patterns have required
presidents to lead in compromised conditions. The new emphasis on
financial management and fund raising has opened the job of
academic president to those with nontraditional backgrounds. These
new presidents must gain legitimacy differently from those of more
traditional backgrounds, who are struggling with their own
legitimacy challenges. In order to understand legitimacy, Bornstein
has spplied theory from the social sciences and higher education
literature, proposing five factors that influence presidential
legitimacy: Individual, Institutional, Environmental, Technical and
Moral. She also proposes six threats to legitimacy: Lack of
Cultural Fit, Management Incompetence, Misconduct, Erosion of
Social Capital, Inattentiveness, and Gradiosity. In light of these
threats, she suggests strategies for gaining and maintaining
legitimacy. This book focuses on the impetus for leading change.
Bornstein draws on numberouns sources for a theoretical perspective
on the factors associated witht he president's role in creating
legitimate change. She proposes a construct of four factors to
implement legitimate change: Presidential Leadership, Governance,
Social Capital, and Fund Raising. The concepts of transformational
and transactional leadership are examined for their ability to
facilitatle change. Bornstein finds their effectiveness limited and
proposes "transformative leadership", a contextual approach that
fits between transformational and transactional leadership in the
conceptual continuum. Since presidents are often recruited on the
basis of their academic experience, their legitimacy depends on
securing resources to strengthen or transform their institution;
fund raising is essential. Fina
A presidential transition has a major impact on the life of an
institution. Hundreds of presidential transitions take place
annually, and when they are not amicable and carefully
orchestrated, they can scar both the institution and the president.
Sanaghan, Goldstein, and Gaval estimate that more than one-third of
the presidential transitions in higher education are involuntary
and have a negative effect on the institution. This book is
designed to provide assistance to presidents, trustees, faculty,
and other important stakeholder groups and help them avoid the
pitfalls of poorly managed transitions. The authors discuss how,
with proper planning, care, and execution, this presidential
passage can be an opportunity for a transitioning president, and
those who surround him or her, to write a positive chapter in the
campus history. Readers will discover that appropriately addressing
the anxiety that accompanies major transitions_for both those
joining the institution and those already present_is essential.
Dozens of presidents, chancellors, board members, and other senior
executives were interviewed for this book. Each major chapter
includes selected personal observations, from these interviews,
which illustrate the critical issues addressed in the book.
|
|