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Reframing Academic Leadership Hardcover – January 25, 2011

ISBN-13: 978-0787988067 ISBN-10: 0787988065 Edition: 1st

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Product Details

  • Hardcover: 288 pages
  • Publisher: Jossey-Bass; 1 edition (January 25, 2011)
  • Language: English
  • ISBN-10: 0787988065
  • ISBN-13: 978-0787988067
  • Product Dimensions: 6.3 x 1.1 x 9.3 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 3.8 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #165,274 in Books (See Top 100 in Books)

Editorial Reviews

Review

"Reframing Academic Leadership is the most comprehensivebook on the topic and an excellent source of knowledge for facultyand managerial leaders in every college and university. Bolman andGallos effectively combine the principles and practices ofeffective leadership with many rich examples and stories ofleadership in practice. An invaluable resource for students ofhigher education leadership!"
Maureen Sullivan, professor of practice, SimmonsCollege Graduate School of Library and Information Science, and2010 Association of College and Research Libraries (ACRL) Librarianof the Year

"Reframing Academic Leadership provides a compassionateunderstanding of the stresses of serving in a leadership capacityin higher education. It is an excellent book for those alreadyserving as administrators in colleges and universities and forthose who aspire to these positions. It offers insights to thosewho do not fully appreciate why higher education is so hard to‘manage’ and validation for those entirely familiarwith this world. I recommend it enthusiastically to both audiencesas an excellent blend of theoretical ideas and practicalapplications."
Judith Block McLaughlin, senior lecturer oneducation, director of the Higher Education Program, andeducational chair for the Harvard Seminar for New Presidents,Harvard Graduate School of Education

"In Reframing Academic Leadership, Bolman and Gallosprovide a refreshing view of leadership essential for those who areassuming presidencies and other important leadership positions inhigher education as well as those who bring more conceptual andpractical experiences. No sooner had I read their work when theirnotion of thinking outside the box and elevating the level ofdiscussion through ‘reframing’ was most useful inresolving a board-related issue that I was facing in my first yearas president of my institution. This work by Bolman and Gallos is abedside reference for aspiring and current leaders in highereducation not only in the U.S. but also abroad."
Fernando Leon Garcia, rector, Sistema CETYSUniversidad, Baja California, Mexico

"Too often, higher education administrators understand neitherthe organizations they lead, nor the theoriesthat provide them with knowledge they can apply to thiscomplex task. Bolman and Gallos have written a practical, lucidtext that brings together illustrative vignettes and robustframeworks for diagnosing and managing colleges anduniversities. I recommend this book to new and experienced highereducation administrators who will routinely confrontdifficult people, structures, and cultures in theirworkplaces."
Christopher Morphew, professor and chair, EducationalPolicy and Leadership Studies, College of Education, University ofIowa

"Reframing Academic Leadership is a gem, filled withexamples from days leaders really have. So much of what the authorsespouse is musical: the book reads like an effective guide forleading a chamber music rehearsal, where one’s roleconstantly shifts from star to servant and where multiple answersmay be 'right.' Very cool."
Peter Witte, dean, Conservatory of Music and Dance,University of Missouri-Kansas City

From the Author

Our approach in writing this book builds from multiple sources.  One is our experience both working in and teaching higher education leadership for more years than either of us likes to acknowledge.  One or both of us have served as a tenured senior faculty member, alumni affairs officer, principal investigator, academic program director, campus accreditation coordinator, department chair, dean, and special assistant to a university president.  We have studied, lived, and worked in elite private and urban public institutions. We have years of experience teaching higher education leadership to aspiring professionals in graduate courses and to experienced administrators in executive programs and summer institutes. We hope this book reflects all that we have learned from our students, colleagues, and experiences.
 
Throughout the book are cases and examples drawn from our own experiences and from the experience of the many thousands of academic leaders with whom we have worked over the years.  Except for a few clearly-labeled public examples, the cases are composites created, like good teaching cases, to illustrate dynamics regularly seen across institutions and situations. You're likely to encounter more than one example that sounds a lot like something that happened at your institution not so long ago. In higher education, it can truly be said, "What has been will be again, what has been done will be done again; there is nothing new under the sun."

Customer Reviews

3.8 out of 5 stars
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Most Helpful Customer Reviews

7 of 7 people found the following review helpful By Tintin on August 31, 2012
Format: Hardcover Verified Purchase
This book takes the same four-frame schema as Boleman and Deal's well know Reframing Organizations, but specifically in the context of higher education. The first few chapters do seemed like a rehash of the other: structural, political, and so on ... but then the examples became infused with something that is very unique to academia. That is the rift that often develops between faculty and administration. "Faculty can see staff as unduly constrained and bureaucratic," they explain. "Staff often wonder why they have to track their hours and vacation days when faculty seem to come and go as they please."

Working within a discipline or - more often - sub-discipline is not very amenable to hierarchical control. The focus for faculty is within their specific areas - a "silo" mentality. It's not easy for faculty members to see or appreciate the complex institutional machinery required to assemble groups of inquisitive youth in rooms, on schedule, like clockwork, year after year, in a fluid and unstable environment. Meanwhile, academic administrators (unlike those running a factory or grocery store), cannot understand what actually happens at the other end of the hierarchy. They simply do not have the expertise. There's a built-in volatility which is difficult to control.

The popular Boleman/Deal book, now it its fourth edition and widely used as a text in management and leadership classes, only went so far as to compare universities to hospitals. That's an interesting thought - doctors there are the counterpart to faculty members here.

But they go much farther in this book. Faculty members' reference group, for example, may not include the administration or staff, colleagues in other departments, or even colleagues in their own area.
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1 of 1 people found the following review helpful By P. Sendall on January 2, 2014
Format: Kindle Edition Verified Purchase
I read this as part of my ACE Fellowship. Of the volumes of reading that was required, this book, by far was the best read of them all. It's incredibly logical, really speaks to the state of higher ed today and how to navigate it. Very well written and easy to read. I think I need to re-visit it!
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Format: Hardcover Verified Purchase
I thought the book was good overall. Not a stellar read that changed my perspective or anything but it was easy to get through and had some good points. I read this for my Master's degree and found it to be okay.
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