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Deans and chairs, like other leaders everywhere, often rely on
narrow views of their organizations that capture only part of the
real picture. As a result, they miss out on a rich array of options
available to them. Peak Performance for Deans and Chairs molds
deans and chairs into better leaders by teaching them a new way of
thinking about their universities, colleges, and departments.
Reframing is the ability to examine a situation through multiple
lenses, which not only enhances understanding of challenges leaders
face but also suggests strategies for moving forward. Entertaining
and realistic scenarios show deans and chairs grappling with common
problems as they attempt to implement change, manage the faculty,
deal with budget cuts, and win over the 'higher-ups.' Some leaders
are successful; others fail. This book analyzes the behavior of
chairs and deans through the political, structural, human
resources, and symbolic frames. Lessons learned from the negative
as well as the positive scenarios are highlighted, enabling deans
and chairs to easily adapt them to their own situations.
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