Learning to Lead

A Handbook for Postsecondary Administrators

James R. Davis

Leadership is an activity that not only manifests itself in formal positions, but also bubbles up in various places within an organization. Perhaps given the importance of leadership to any endeavor, the literature on this topic has burgeoned. Yet among these titles, Learning to Lead stands out as one of the best texts available on leadership for college and university administrators. Critical skills such as managing people, resolving conflict, and making rational (and legal) decisions are explored within the context of the campus. The book also addresses the needs of those who facilitate leadership workshops, serve as mentors to potential leaders, and teach courses on higher education leadership and administration. While presenting all sides of key issues, the author calls for the reader to define his or her own position through a series of provocative reflection questions in each chapter. Thus the book invites interaction and teaches administrators not what to think about leadership, but how to think about it.

Rowman & Littlefield Publishers / Amer Council Ed Ace (Post Acq)

Pages: 272 • Trim: 6½ x 9

978-1-4422-1046-2 • Paperback • February 2011 • $57.00 • (£44.00)

978-1-4422-1047-9 • eBook • February 2003 • $54.00 • (£42.00)

Series: The ACE Series on Higher Education

Subjects: Education / Administration / Higher, Education / Reference, Education / Higher, Education / Leadership, Education / Administration / General

Learning to Lead

A Handbook for Postsecondary Administrators

Paperback

eBook

Summary

Leadership is an activity that not only manifests itself in formal positions, but also bubbles up in various places within an organization. Perhaps given the importance of leadership to any endeavor, the literature on this topic has burgeoned. Yet among these titles, Learning to Lead stands out as one of the best texts available on leadership for college and university administrators. Critical skills such as managing people, resolving conflict, and making rational (and legal) decisions are explored within the context of the campus. The book also addresses the needs of those who facilitate leadership workshops, serve as mentors to potential leaders, and teach courses on higher education leadership and administration. While presenting all sides of key issues, the author calls for the reader to define his or her own position through a series of provocative reflection questions in each chapter. Thus the book invites interaction and teaches administrators not what to think about leadership, but how to think about it.

Details

Rowman & Littlefield Publishers / Amer Council Ed Ace (Post Acq)

Pages: 272 • Trim: 6½ x 9

978-1-4422-1046-2 • Paperback • February 2011 • $57.00 • (£44.00)

978-1-4422-1047-9 • eBook • February 2003 • $54.00 • (£42.00)

Series: The ACE Series on Higher Education

Subjects: Education / Administration / Higher, Education / Reference, Education / Higher, Education / Leadership, Education / Administration / General

Author

James R. Davis is dean of University College at the University of Denver, where he was formerly professor of higher education and adult studies. He also has held various administrative posts at the university, including assistant to the provost, director of the School of Education, and associate vice chancellor for academic affairs. Early in his career, he served as academic dean at Wilberforce University. He holds degrees from Oberlin College and Yale University and a Ph.D. in Higher Education Administration from Michigan State University. Davis is the author of two other books in the ACE/Oryx Higher Education Series: Better Teaching, More Learning and Interdisciplinary Courses and Team Teaching. He also leads periodic workshops and provides consulting and facilitation.

Table of Contents

Preface
Acknowledgments
Introduction: The Need for Institution-Wide Leadership

Part I. Understanding the Context for Leadership
Chapter 1: Leadership and Administration: Building Practical Definitions
Chapter 2: Institutional Structure and Mission: Knowing Your Place in Time and Space

Part II. Building the Skills for Leadership
Chapter 3: Program Planning and Review: Exerting Influence and Maintaining Accountability
Chapter 4: Meetings, Groups, and Teams: Learning to Collaborate
Chapter 5: Communication and Conflict Resolution: Finding Agreement
Chapter 6: Problem Solving and Decision Making: Employing Rational, Legal, and Ethical Criteria
Chapter 7: Financial Management: Seeing Dollars Everywhere
Chapter 8: Change: Moving Forward Gracefully
Chapter 14 Chapter 9: Positive Work Environments: Managing People and Encouraging Development

Part III. Continuing to Learn about Leadership
Chapter 10: Perpetual Learning and Personal Renewal: Shaping the Leader Within

Appendix: Directory of Resources
Index

Reviews

While exploring critical skills such as managing people, resolving conflict, and making rational (and legal) decisions, this book calls for the reader to define his or her own position through a series of provocative reflection questions in each chapter.
— Presidency

Learning to Lead

A Handbook for Postsecondary Administrators

James R. Davis

Learning to Lead

A Handbook for Postsecondary Administrators

ALSO AVAILABLE