A Guide for Leaders in Higher Education

Brent D. Ruben is a distinguished professor in communication at Rutgers University, where he also serves as senior university fellow, advisor for strategy and planning in the Office of the Executive Vice President for Academic Affairs, and was the founder of the Rutgers Center for Organizational Leadership. He is also a member of the faculties of the Rutgers PhD program in higher education and the Robert Wood Johnson School of Medicine. Brent is author or co-author of numerous publications in communication, organizational leadership, planning, assessment, and change, including Excellence in Higher Education Guide (Stylus, 2016), What Leaders Need to Know and Do (National Association of College and University Business Officers, 2006), and Communication and Human Behavior (Kendall Hunt, 2020). Ruben was a founder of the Rutgers Department of Communication, and first PhD program director of the School of Communication and Information. He was a founder and first president of the Network for Change and Continuous Innovation in Higher Education (NCCI), served as Rutgers inaugural liaison and is a frequent contributor to the Big Ten Academic Alliance leadership programs, and serves as an adviser to colleges and universities has and nationally and internationally. Richard De Lisi is an emeritus university professor of developmental psychology at Rutgers University and a Senior Fellow at the Rutgers Center for Organizational Leadership. Richard was a faculty member at Rutgers University in New Brunswick for 43 years and had more than 25 years of experience as a formal leader at the Rutgers Graduate School of Education including chair of the Department of Educational Psychology, graduate program director for the Ph.D. in Education Program, graduate program director for the Ph.D. in Higher Education Program, and dean of the Graduate School of Education from 2003 to 2014. Under De Lisi’s leadership, the Graduate School of Education increased its on-line course offering

Foreword Preface Part One. Leadership in Higher Education. A Critical Need in a Complex and Challenging Landscape 1. Academic Leadership. Toward an Integrating Framework 2. Leadership and Leadership Development in Higher Education 3. The Higher Education Landscape. Navigating the Economic, Organizational, Social, and Strategic Terrain 4. College and University Missions and Stakeholders. Purposes, Perspectives, Pressures — Barbara Bender and Susan E. Lawrence 5. The Role of Formal and Informal Leaders in Governance. Locus of Power and Authority —Susan E. Lawrence and Richard De Lisi 6. Campus Cultures and the Leader's Role. Valuing Diversity and Enhancing Inclusion —Sangeeta Lamba and Brent D. Ruben 7. The Transition to Leadership. From Pilot to Air Traffic Controller Part Two. Leadership Concepts and Competencies 8. What is Leadership? Making Sense of Complexity and Contradiction 9. The Competency Approach. Integrating Leadership Knowledge and Skill 10. Leadership and Communication. Principles and Pragmatics 11. Conflict and Difficult Conversations. A Leadership Competencies Laboratory 12. Leadership Self-Assessment and Reflecting Practice. Always a Work in Progress Part Three. Applied Tools for Leadership and Organizational Effectiveness 13. The Excellence in Higher Education Model. An Integrating Framework for Envisioning, Pursuing, and Sustaining Organizational Excellence 14. Strategic Planning. Translating Aspirations Into Realities —Sherrie Tromp and Brent D. Ruben 15. Organizational Change: A Matrix Approach 16. Outcomes Assessment. Creating and Implementing Measurement Systems 17. Crisis Leadership. A Values-Centered Approach to Crisis in Higher Education —Ralph A. Gigliotti and John Fortunato 18. Leadership Development in Higher Education. Formal and Informal Methods 19. Leadership Succession Planning. The Missing Link in Organizational Advancement? 20. Into Uncharted Waters Appendix A. A Snapshot View of the American Higher Education Sector References About the Authors Index