Paul Gentle, Dawn Forman

Engaging Leaders

The challenge of inspiring collective commitment in universities

• Gebundenes Buch

Produktbeschreibung

Addressing the question of how leadership can work successfully in universities, Engaging Leaders strengthens the sense of shared professional knowledge and capability amongst leaders in higher education. The book is for those who see themselves as leaders in higher education, whether or not this is recognised in their job title. It provides stimulating perspectives on what they might do to become more engaged and engaging, and includes examples of inspiring practice which is already making a difference in universities, colleges and new private providers. It will be of value to established managers as well as those new in post, and also for those participating in postgraduate programmes.

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Taylor & Francis Ltd (Sales)
• Seitenzahl: 178
• Erscheinungstermin: 30. April 2014
• Englisch
• Abmessung: 231mm x 157mm x 15mm
• Gewicht: 399g
• ISBN-13: 9780415838177
• ISBN-10: 0415838177
• Artikelnr.: 39149211

Autorenporträt

Paul Gentle is Director of Programmes at the Leadership Foundation for Higher Education, UK. He is also Programme Director for the Top Management Programme. Dawn Forman is an adjunct professor at Curtin University and Auckland University of Technology and visiting professor at Chichester and Derby University, UK. She has published five books, 10 chapters and over 50 articles in peer-reviewed journals.

Inhaltsangabe

Introduction Chapter 1. Universities and Individualism 1.1 Academic and
leadership identities 1.2 The moral purposes of universities 1.3 The
corporate agenda Chapter 2. Towards the Learning Oraganization? 2.1
Collective commitment 2.2 Enablers and barriers Chapter 3 Catalysts for
collaborative working 3.1 Learning conversations 3.2 Action learning 3.3
Collaborating for educational impact 3.4 Professional learning communities
Chapter 4. Emotionally-intelligent organizational cultures 4.1 Applying
emotional intelligence 4.2 Reconceptualizing meetings 4.3 Showing empathy
and consideration 4.4 Mastering self-regulation Chapter 5. "When do we get
feedback?" 5.1 Intrinsic feedback 5.2 Learning from feedback approaches 5.3
Coaching conversations Chapter 6. Working in Partnerships--Higher Education
and Public Value 6.1 Influencing challenges 6.2 Building partnerships and
collaborations 6.3 Public value Chapter 7. Systemic Action in Universities
7.1 Cultures of innovation 7.2 Sustainable practices 7.3 Ways forward for
the sector