Change Leadership in Higher Education is a call to
action, urging administrators in higher education to get proactive
about change. The author applies positive and creative leadership
principles to the issue of leading change in higher education,
providing a much-needed blueprint for changing the way change
happens, and how the system reacts. Readers will examine four
different models of change and look at change itself through ten
different analytical lenses to highlight the areas where the
current approach could be beneficially altered. The book accounts
for the nuances in higher education culture and environment, and
helps administrators see that change is natural and valuable, and
can be addressed in creative and innovative ways.

The traditional model of education has been disrupted by MOOCs,
faculty unions, online instruction, helicopter parents, and much
more, leaving academic leaders accustomed to managing change.
Leading change, however, is unfamiliar territory. This book
is a guide to being proactive about change in a way that ensures a
healthy future for the institution, complete with models and tools
that help lead the way. Readers will:

Learn to lead change instead of simply "managing" it
Examine different models of change, and redefine existing
approaches
Discover a blueprint for changing the process of change
Analyze academic change through different lenses to gain a
wider perspective

Leading change involves some challenges, but this useful guide
is a strong conceptual and pragmatic resource for forecasting those
challenges, and going in prepared. Administrators and faculty no
longer satisfied with the status quo can look to Change
Leadership in Higher Education for real, actionable guidance on
getting change accomplished.

Autorentext

JEFFREY L. BULLER is dean of the Harriet L. Wilkes Honors College at Florida Atlantic University and senior partner in ATLAS (Academic Training, Leadership, and Assessment Services). He is the author of Academic Leadership Day by Day, The Essential Academic Dean, The Essential Department Chair, The Essential College Professor, Best Practices in Faculty Evaluation, and Positive Academic Leadership, all from Jossey-Bass.

Zusammenfassung
Initiate innovation and get things done with a guide to the process of academic change Change Leadership in Higher Education is a call to action, urging administrators in higher education to get proactive about change. The author applies positive and creative leadership principles to the issue of leading change in higher education, providing a much-needed blueprint for changing the way change happens, and how the system reacts. Readers will examine four different models of change and look at change itself through ten different analytical lenses to highlight the areas where the current approach could be beneficially altered. The book accounts for the nuances in higher education culture and environment, and helps administrators see that change is natural and valuable, and can be addressed in creative and innovative ways.

The traditional model of education has been disrupted by MOOCs, faculty unions, online instruction, helicopter parents, and much more, leaving academic leaders accustomed to managing change. Leading change, however, is unfamiliar territory. This book is a guide to being proactive about change in a way that ensures a healthy future for the institution, complete with models and tools that help lead the way. Readers will:

Learn to lead change instead of simply "managing" it
Examine different models of change, and redefine existing approaches
Discover a blueprint for changing the process of change
Analyze academic change through different lenses to gain a wider perspective
Leading change involves some challenges, but this useful guide is a strong conceptual and pragmatic resource for forecasting those challenges, and going in prepared. Administrators and faculty no longer satisfied with the status quo can look to Change Leadership in Higher Education for real, actionable guidance on getting change accomplished.

Inhalt

About the Author ix

Introduction xi

Chapter 1 The Only Thing We Have to Change Is-- Change Itself 1

Chapter 2 Reframing Change 29

Chapter 3 Determining the Need for Change 55

Chapter 4 From Change Management to Change Leadership 81

Chapter 5 Why Strategic Planning Doesn't Work 103

Chapter 6 Creating a Culture of Innovation 131

Chapter 7 Leading Reactive Change 155

Chapter 8 Leading Proactive Change 175

Chapter 9 Leading Interactive Change 195