Article

Leadership in Higher Education

Edwin P. Hollander

in The Oxford Handbook of Leadership

Published in print November 2012 | ISBN: 9780195398793
Published online December 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780195398793.013.0018

Series: Oxford Library of Psychology

Leadership in Higher Education

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This chapter reviews the diverse constituencies and expectations associated with leadership in higher education. Balancing interests of campus constituencies and those of alumni and external accrediting bodies makes leadership in higher education especially demanding. Attention to follower perceptions and related responses is basic to the leader role, and is probably to be significant in reaching mutual goals. Academic leadership will influence people's lives, hopes, and well-being. Evaluating successful performance in higher education leadership involves a multitude of criteria, not necessarily consistent with each other, but systemically related. A president needs to be able to confront ambiguous situations with insufficient information. Basic to the social contract between leaders and their constituents is the expectation that the former will serve the latter with responsibility, respect, fairness, and honest dealings.

Keywords: academic leadership; higher education; campus constituencies; alumni; leader; president; constituents

Article.  12130 words. 

Subjects: Psychology ; Social Psychology

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