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Leadership in Higher Education from a Transrelational Perspective / Christopher M. Branson, Maureen Marra, Margaret Franken and Dawn Penney.

By: Contributor(s): Material type: TextTextSeries: Perspectives on leadership in higher educationPublisher: London : Bloomsbury Academic, 2018Copyright date: ©2018Description: 1 online resource (viii, 216 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781350042391
  • 1350042390
  • 1350042404
  • 9781350042407
Subject(s): Genre/Form: Additional physical formats: Print version:: Leadership in Higher Education from a Transrelational Perspective.DDC classification:
  • 378 23
LOC classification:
  • LB2322.2 .B73 2018
Online resources:
Contents:
Intro; Title Page; Copyright Page; Contents; Series Editors' Foreword; Introduction: What is Universal about Leadership in Higher Education?; The nature of leadership, management and administration; Leadership in the context of this book; What is universal in higher education leadership?; An overview of this book; Chapter 1 Organizational Culture: Recognizing its Invisible Force; Introduction; The foundations of organizational culture; Exploring higher education culture; The cultural effects of managerialism on higher education; Corporate concerns with managerialism.
Cultural insights for a better form of higher education leadershipChapter 2 The Theoretical Foundations of Transrelational Leadership; Introduction; Making leadership the first priority; Overcoming past habits and convictions; Acknowledging the inherent limitations of management; The foundation of leadership for todays organizations; Embracing the essential relational aspect of leadership; Embodying transrelational leadership; The four fundamental qualities of a transrelational leader; An example of a transrelational leader; Conclusion; Chapter 3 Leadership as Transrelational Practice.
IntroductionContrasting leadership characteristics; Two serious future implications for higher education leadership; Conclusion; Chapter 4 Real Power and Influence; Introduction; Possible sources of power; Relational power deconstructed; Three important applications of relational power; Commitment; Responsibility; Conclusion; Chapter 5 The Challenge of Organizational Change; Introduction; Organizational change in the higher education context; An overview of developments in organizational change; Overcoming employee resistance to organizational change; Where to for organizational change?
ConclusionChapter 6 Seeking High Performance; Introduction; Limitations of performance management; The impact of performance management in higher education; The currency of employee engagement in the business world; Defining employee engagement; Exploring the likely drivers of employee engagement; Towards a more holistic understanding of employee engagement; Conclusion; Chapter 7 Reinventing Human Resource Management; Introduction; The foundations of HRM; A review of contemporary HRM; Where to next for HRM?; Where to next for higher education organizations?; Conclusion.
Chapter 8 Learning for Future LeadershipIntroduction; Why learning and not development?; Leadership preparation programmes in higher education; The fundamental principles of a leadership-learning programme; Conclusion; Conclusion: What Might Tomorrow Bring?; Why leadership in higher education needs to change; Building on what is known to work; The essence of transrelational leadership; The challenges and benefits of transrelational leadership; Preparing higher education leaders to be transrelational; Concluding comments; References; Index.
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Electronic-Books Electronic-Books OPJGU Sonepat- Campus E-Books EBSCO Available

Includes bibliographical references and index.

Intro; Title Page; Copyright Page; Contents; Series Editors' Foreword; Introduction: What is Universal about Leadership in Higher Education?; The nature of leadership, management and administration; Leadership in the context of this book; What is universal in higher education leadership?; An overview of this book; Chapter 1 Organizational Culture: Recognizing its Invisible Force; Introduction; The foundations of organizational culture; Exploring higher education culture; The cultural effects of managerialism on higher education; Corporate concerns with managerialism.

Cultural insights for a better form of higher education leadershipChapter 2 The Theoretical Foundations of Transrelational Leadership; Introduction; Making leadership the first priority; Overcoming past habits and convictions; Acknowledging the inherent limitations of management; The foundation of leadership for todays organizations; Embracing the essential relational aspect of leadership; Embodying transrelational leadership; The four fundamental qualities of a transrelational leader; An example of a transrelational leader; Conclusion; Chapter 3 Leadership as Transrelational Practice.

IntroductionContrasting leadership characteristics; Two serious future implications for higher education leadership; Conclusion; Chapter 4 Real Power and Influence; Introduction; Possible sources of power; Relational power deconstructed; Three important applications of relational power; Commitment; Responsibility; Conclusion; Chapter 5 The Challenge of Organizational Change; Introduction; Organizational change in the higher education context; An overview of developments in organizational change; Overcoming employee resistance to organizational change; Where to for organizational change?

ConclusionChapter 6 Seeking High Performance; Introduction; Limitations of performance management; The impact of performance management in higher education; The currency of employee engagement in the business world; Defining employee engagement; Exploring the likely drivers of employee engagement; Towards a more holistic understanding of employee engagement; Conclusion; Chapter 7 Reinventing Human Resource Management; Introduction; The foundations of HRM; A review of contemporary HRM; Where to next for HRM?; Where to next for higher education organizations?; Conclusion.

Chapter 8 Learning for Future LeadershipIntroduction; Why learning and not development?; Leadership preparation programmes in higher education; The fundamental principles of a leadership-learning programme; Conclusion; Conclusion: What Might Tomorrow Bring?; Why leadership in higher education needs to change; Building on what is known to work; The essence of transrelational leadership; The challenges and benefits of transrelational leadership; Preparing higher education leaders to be transrelational; Concluding comments; References; Index.

Online resource; title from digital title page (viewed on April 16, 2018).

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