STRATEGIES LEADERSHIP | RICHARD L MORRILL | FULL BOOK | PDF DOWNLOAD ||
CONTENTS
Preface xi
Acknowledgments xix
PART I: ISSUES IN LEADERSHIP AND GOVERNANCE
Chapter 1. The Phenomenon of Leadership 3
The Uncertain Place of Leadership in
Higher Education 3
Motifs in Leadership 4
Good to Great: A Case Study in Leadership 6
Toward a Phenomenology of Relational Leadership 7
Learning Leadership 15
The Context for the Discipline of Strategic Leadership 18
Chapter 2. The Ambiguities and Possibilities of Leadership in
Higher Education 21
Forms of Leadership in Higher Education 21
Leadership as Authority: The Case of the College
Presidency 23
Leading with Limited Authority 28
The Multiple Frames and Styles of Leadership 31
Integrative Leadership 32
Diverging and Converging Conclusions 35
Chapter 3. The System and Culture of Academic
Decision Making 39
Ways of Thinking about Leadership 39
Human Agency and Values 40
Structural Confl ict in Academic Decision Making 43
Structural Confl ict in Values 46
Shared Governance and Its Discontents 48
Leadership and the Reconciliation of the
Confl ict in Values 49
PART II: PREPARING FOR STRATEGIC LEADERSHIP
Chapter 4. Creating and Situating an Integrative
Strategy Process 55
Strategy in Higher Education and the
Corporate World 56
Situating the Work of Strategy: Thinking about Strategic
Thinking 61
Strategy and Models of Academic Reality 61
A Framework for an Integrated Strategy Process 67
Situating the Elements of Strategy 71
Chapter 5. Strategic Governance: Designing the Mechanisms
and Tools of Strategy 77
Fragmentation and Complexity in Collegiate
Decision Making 77
Case Study: Retention and General Education at Flagship
University 78
Strategic Governance 82
Strategy Councils 83
Guidelines for Creating a Strategy Council 85
The Role of the Governing Board 90
Organizing the Work of the SPC 91
Using Strategic Indicators: The Metrics of Identity,
Performance, and Aspiration 95
PART III: PRACTICING STRATEGIC LEADERSHIP
Chapter 6. Integral Strategy: Narratives and Identity
in Strategic Leadership 107
Integrating Strategy and Leadership 107
The Birth of Strategy: The Power of Narratives 109
The Story of Centre College 113
Finding, Telling, and Translating the Story 114
Identity Statements 119
Story and Leadership 121
Narratives in the Leadership of Colleges and
Universities 125
Narratives in the Discipline of Strategic Leadership 130
Chapter 7. Mission and Vision: The Heart of Strategic
Leadership 135
Mission and Its Frustrations 136
Mission and Strategy 137
Vision and Leadership: Conceptual Foundations 141
Developing a Strategic Vision 144
Mission, Vision, and Structural Confl ict 152
Chapter 8. Strategic Position: The External and
Internal Contexts 155
Strategic Leadership as a Discipline of Change 155
The Environmental Scan 156
PEEST 157
SWOT Analysis: Strengths and Weaknesses 162
Core Competencies 164
Strategic Assets 168
SWOT Analysis: Opportunities and Threats 169
Scenarios 172
Strategic Position 176
Chapter 9. Strategies: Initiatives, Imperatives, Goals,
and Actions 179
Integrating Leadership and the Strategy Process 179
Levels of Strategy 182
Strategic Initiatives and Imperatives 184
Strategic Goals 188
Actions 193
Chapter 10. Strategic Leadership in Context: From Academic
Programs to Financial Models 197
Strategic Thinking and Academic Quality 198
Strategic Leadership and Powerful Learning 199
Admissions: Brands or Stories? 204
The Student Experience 206
Strategy and Facilities 208
Strategy and Financial Resources 210
Fund-raising 214
Chapter 11. Implementation: From Strategic Leadership to Strategic
Management 217
Communication about Strategy 218
Strategy and Organizational Culture: Norms, Stories,
Rituals, and Ceremonies 222
Authority: Leadership, Management, and Control
Systems 223
Strategy and Accreditation 226
Strategic Assessment 227
Strategic Program Reviews 231
The Governing Board and the Implementation
of Strategy 233
Strategic Integration and Momentum 235
PART IV: THE LIMITS AND POSSIBILITIES OF STRATEGIC
LEADERSHIP
Chapter 12. Confl ict and Change: The Limits and Possibilities of
Strategic Leadership 241
Strategic Leadership and Structural Confl ict 241
The Strategic Resolution of Structural Confl ict
in Colleges and Universities 243
Adversarial Limits to Strategic Leadership 248
Strategic Leadership and Change 248
The Nature of Strategic Change 251
Embedded Leadership 255
Chapter 13. Conclusion: The Strategic Integration of
Leadership 257
Recapitulation 257
The Discipline of Strategic Leadership 258
The Process of Strategic Leadership 259
The Dialectics of Leadership 260
The Strategic Integration of Leadership 262
PREFACE
The purpose of this book is to describe why and how to use the process of
strategy as a form of leadership in colleges and universities. For some time
now, strategy has been seen as one of the major disciplines of management.
I make the claim that it also can be practiced as a systematic process and discipline
of leadership, hence the term “strategic leadership.”
STRATEGIC LEADERSHIP
Although the term “strategic leadership” has appeared frequently in the
literature of management, the military, and higher education, it has not yet devel-
oped a settled meaning (Chaffee 1991; Chaffee and Tierney 1988; Freedman and
Tregoe 2003; Ganz 2005; Goethals, Swenson, and Burns 2004; Morrill 2002; Neu-
mann 1989; Peterson 1997). As understood here, strategic leadership designates
the use of the strategy process as a systematic method of decision making that
integrates reciprocal leadership into its concepts and practices. Strategy is not just
a tool of management used by leaders who hold positions of authority but is as well
a method of interactive leadership that clarifies purposes and priorities, mobilizes
motivation and resources, and sets directions for the future.
Although strategy is relevant in a variety of organizational contexts, the focus
here is on strategic leadership in colleges and universities. Given their distinctive
collegial decision-making culture and systems, the process holds particular prom-
ise for institutions of higher learning. To be sure, leadership is a highly complex
combination of many factors, characteristics, and circumstances that decidedly
cannot be reduced to one dimension or defined by a single method. Nonetheless,
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