https://bized.aacsb.edu/articles/2020/september/deans-diary-first-60-days
https://bized.aacsb.edu/articles/2020/december/deans-diary-first-semester-down
What Makes a College Administrator an Effective Leader?: An Exploratory Study
Valentini Kalargyrou &Robert (Bob) Woods
Journal of Teaching in Travel & Tourism
Volume 9, 2009 - Issue 1-2
https://www.tandfonline.com/doi/full/10.1080/15313220903041980
THOMAS, Howard and THOMAS, Lynne. Perspectives on Leadership in Business Schools. (2011). Journal of Management Development. 30, (5), 526-540.
Deans have to be aware of both the internal context and the external context of the business school.
Bryman's (2007) research on effective leadership in higher education stresses that in the context of school leadership, academics expect to find a range of supportive management features: the maintenance of autonomy, consultation over important decisions, the fostering of collegiality (both democratic decision making and mutual cooperation).
It is important for a dean to shape three critical and essential elements effectively in developing the business school's values, purposes and positioning. These are reflected in the academic model, the economic model and the strategic agenda.
Leaders have to balance the requirement for continuous improvement and regular day‐to‐day
incremental changes with the occasional need to reshape the organization quickly, either when
opportunities arise or competition and competitive forces threaten the status quo (Kets de Vries, 2006,
McGee et al., 2010).
Vision, the hallmark of leadership, is less a derivative of spreadsheets and more a product of
the mind called imagination. And vision is needed as much as strategy to succeed.
The words of former US President John Quincy Adams: “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
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