Using international case studies it explores the extent to which critical thinking on global challenges is employed by higher education leaders and the potential for an increase in the role of critical thinking and its creative potential to transform institutions and communities.
Using international case studies it explores the extent to which critical thinking on global challenges is employed by higher education leaders and the potential for an increase in the role of critical thinking and its creative potential to transform institutions and communities.
Jill Jameson is Professor of Education and Chair/Director of the Centre for Leadership and Enterprise at the University of Greenwich, UK, and a Visiting Fellow (2018) and current Associate of Lucy Cavendish College and the Cambridge Educational Dialogue Research (CEDiR) Group, Faculty of Education, University of Cambridge, UK.
Inhaltsangabe
i-x Front matter: Series Introduction Preface Acknowledgements List of illustrations List of abbreviations xi-xvii Contributor biographies Part One: Global leadership and Critical thinking in Higher Education Chapter One: Introduction Chapter Two: Leadership and Critical Thinking: Oxymoron and a Feasible Utopia Chapter Three: Critical Thinking in Leadership: Leading Change in Complex Contexts Part Two: International Case Studies on Leadership in Higher Education Chapter Four: Europe: Spain: The Cooperative University of Mondragon Chapter Five: UK/England: Collaboration and Collegiality in University Leadership Chapter Six: The United States: Leadership in US Public Research Universities: Design-Based Strategies and Academic Organisation Chapter Seven: Colombia: The Evolution of Critical Leadership in Higher Education: A Case-Study of Transformation in the City of Medellin Chapter Eight: Europe: Estonia: Critical Leadership Thinking in Intrapreneurship Education in Europe: The Case of Estonia Chapter Nine: Europe: Ukraine: The Crisis of Ukrainian Higher Education Reform: Moving Towards a Trauma Informed Understanding Chapter Ten: Australia: Global Challenges, Diversity and Feminism in Critical University Leadership Part Three: Concluding Reflections Chapter Eleven: Global Leadership Insights on Critical and Creative Thinking: Reflecting on the work of Professor N.J. Adler, McGill University, Canada Chapter Twelve: Conclusions and Recommendations REFERENCES BIBLIOGRAPHY INDEX
i-x Front matter: Series Introduction Preface Acknowledgements List of illustrations List of abbreviations xi-xvii Contributor biographies Part One: Global leadership and Critical thinking in Higher Education Chapter One: Introduction Chapter Two: Leadership and Critical Thinking: Oxymoron and a Feasible Utopia Chapter Three: Critical Thinking in Leadership: Leading Change in Complex Contexts Part Two: International Case Studies on Leadership in Higher Education Chapter Four: Europe: Spain: The Cooperative University of Mondragon Chapter Five: UK/England: Collaboration and Collegiality in University Leadership Chapter Six: The United States: Leadership in US Public Research Universities: Design-Based Strategies and Academic Organisation Chapter Seven: Colombia: The Evolution of Critical Leadership in Higher Education: A Case-Study of Transformation in the City of Medellin Chapter Eight: Europe: Estonia: Critical Leadership Thinking in Intrapreneurship Education in Europe: The Case of Estonia Chapter Nine: Europe: Ukraine: The Crisis of Ukrainian Higher Education Reform: Moving Towards a Trauma Informed Understanding Chapter Ten: Australia: Global Challenges, Diversity and Feminism in Critical University Leadership Part Three: Concluding Reflections Chapter Eleven: Global Leadership Insights on Critical and Creative Thinking: Reflecting on the work of Professor N.J. Adler, McGill University, Canada Chapter Twelve: Conclusions and Recommendations REFERENCES BIBLIOGRAPHY INDEX
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