Leader Communication: Faculty Perceptions of the Department Chair

This project asked 202 randomly selected faculty members to evaluate the supportive and defensive communication and leadership behaviors of their department chair. The supportive behavior of problem orientation alone explained 43% of the variance in faculty ratings of chair job effectiveness. On the other hand, empathy explained 68% of the variance in faculty ratings of relational satisfaction with their department chair. In addition, a t test revealed that more effective chairs utilized all 6 of Gibb's supportive communication behaviors more, and 5 of 6 defensive behaviors less, than their more negatively evaluated peers. Second, a series of stepwise regression procedures explained 16% of the variance in bureaucracy scores, 69% of the variance in Machiavellianism, and 62% of the variance in transformational leadership. Finally, the communication behaviors of strategy, neutrality, and problem orientation explained 56% of the variance in faculty job satisfaction and strategy, neutrality, evaluation, gender, and age explained 41% of the variance in organizational commitment scores.     

Participant leadership in adult basic education: negotiating academic progress and leadership responsibilities

This article examines the conflicts and challenges that student leaders in adult basic education and literacy programs experience in balancing their leadership responsibilities with academic endeavours. Based upon a case study of an adult basic education student leadership council in New York City, the article shows that leadership activities can both support and impede academic progress. The mediating factors were time requirements for implementation of leadership activities and the perceived priorities of the participants, who used various strategies to manage their academic and leadership responsibilities. Council involvement also supported and changed their academic, vocational and personal aspirations. This study alerts adult educators to the ways in which leadership activities can complicate learners’ academic pursuits, the need both to respect student leaders’ choices and to provide guidance on balancing their multiple responsibilities, and the importance of cultivating literate capabilities through leadership activities.     

The horizontal and vertical fragmentation of academic work and the challenge for academic governance and leadership

Academic work has become increasingly fragmented. The horizontal fragmentation of the profession into disciplinary tribes has been accompanied by the increasing participation of student affairs and educational development professionals located outside the academic units but are actively engaged in academic work, such as supporting teaching and student learning. An increasing vertical fragmentation of academic work has recently occurred within academic units with the increasing employment of contract university teachers and research assistants. In Canada, horizontal and vertical fragmentations have occurred while universities and strong faculty unions have protected the “traditional” tenure-stream professoriate. Drawing on recent research, the author argues that these Canadian full-time faculties have high levels of job satisfaction and are well-remunerated, productive scholars. Maintaining the status and the supportive working conditions of the full-time, tenure-stream professoriate has largely been accomplished through labor cost efficiencies created by the increasing use of part-time, contractual university teachers, now frequently represented by labor unions that are distinct from their full-time peers. This article discusses the challenges for academic governance and leadership associated with this increasing fragmentation of academic work in the context of the “global” university.     

Language and academic leadership: exploring and evaluating the narratives

This paper draws on a study of academic chairpersons’ experiences in one research‐intensive university in New Zealand. The research goal was see if there were recurring threads in chairpersons’ narratives about their experience and management of conflict and challenge. The research revealed that one of the most pervasive stories concerned a set of beliefs about the nature of academia. This tale that was interpreted in a variety of different even contradictory ways was the notion that academia was or should be based on collegiality. This idea was often presented in conjunction with other stories about academia such as autonomy and professionalism and in opposition to the concept of managerialism. A second significant thread was a range of perspectives about the expectation that chairpersons should be managers of resources. This paper discusses these findings in relation to the literature and argues that we need to find new ways of expressing and enacting the values that the term collegiality attempts to capture and a means of integrating them into the current demand for performance, stringent resource management and accountability.     

Evaluating leadership development in an academic program

An evaluation of the Royal Military College of Canada's Aboriginal Leadership Opportunity Year leadership practicum was conducted in 2009. This novel approach used several human performance technology (HPT) models to frame the evaluation and identify the dimensions and subdimensions of merit. This article explains the theoretical framework of the evaluation, how and why different HPT models complemented the evaluation process, the challenges faced in executing the evaluation, and the teams' findings on using this approach.     

Intellectual leadership and academic communities: Issues for discussion and research

This paper re‐examines intellectual leadership in Higher Education by asking the following questions: What is intellectual leadership? Does intellectual leadership imply a position of formal authority and power? What patterns can be observed in the career paths of intellectual leaders? Does cumulative advantage in science automatically pave the way for intellectual leadership? What hinders women and minority scholars from taking on intellectual leadership in their epistemic communities? Drawing on discussions in the literature of the previous decade, the inquiry aims to re‐energise dialogue that is essential for resistance to anti‐intellectualism and proletarianisation in academe.     

Diversity and equality in academic publishing: the case of educational leadership

There have been ongoing criticisms of the field of educational leadership and management with respect to over-reliance on research from ‘Western’ contexts. However, evidence on the extent to which voices alternative to the dominant ‘Western’ discourse are represented in the international English-medium discourse of educational leadership and management is thin. Using a three-phase sequential mixed-methods approach, this paper explores knowledge production in the field by analysing the prevalence and impact of empirical articles published in four English-medium international journals. Additionally, the membership of editorial boards and editors is analysed to geographically locate key decision makers. Findings demonstrate that an exceptionally small set of core inner-circle Anglophone and non-inner-circle Anglophone settings enjoys disproportionate influence in the field. There is need for a knowledge base enriched with leadership and management practices from different sociocultural contexts and system structures with a multiplicity of voices to portray a more nuanced and balanced picture of leadership and management practices.     

Conceptualizing educational leadership in an academic development program

Promoting the development of educational leadership in higher education is essential for strengthening the quality of teaching and learning. Additional research is needed to conceptualize educational leadership, especially within informal roles. We analysed how faculty members in an academic development program conceptualized educational leadership. Five key characteristics emerged that inform the development of educational leadership capacity in postsecondary contexts: affective qualities, mentoring and empowering, action-orientation, teaching excellence, and research and scholarship. Three characteristics of academic programs aimed at developing educational leadership were also identified: funding and resources to implement a change initiative, building interdisciplinary communities, and embracing identity.     

Kellogg Faculty Seminar: Enriching academic leadership in Adult/Continuing Education

The Kellogg funded Faculty Seminar on Future Directions in Continuing Education was a continuing professional development project for young assistant and associate professors of adult continuing education. The Faculty Seminar was developed and conducted by Jerold Apps, Alan Knox, and Jack Ferver, professors at the University of Wisconsin-Madison, from January, 1987, through March, 1989. Thirty-three early career faculty members focused on enriching their leadership roles within their academic departments and across the field of adult/continuing education, as well as on personal career development. Within each of these areas, participants normatively considered future directions for the field.Judith G. Adrian is completing her dissertation in Adult/Continuing Education at the University of Wisconsin-Madison. She also served as Project Assistant for the two year duration of the Kellogg Faculty Seminar on Future Directions in Adult/Continuing Education.Jerold W. Apps of a Professor of Adult/Continuing Education at the University of Wisconsin-Madison. He is the author ofHigher Education in a Learning Society (Jossey-Bass, 1988) and several other books.     

The impact of some demographic variables on academic leadership preparedness in Indian higher education

The current study investigated the impact of certain demographic variables on academic leadership preparedness. The sample comprised 372 academic leaders from various higher education institutions in India. Data were collected using online and postal surveys. Results indicate that leaders’ age, number of years’ leadership experience and academic disciplinary background are significantly related to their preparedness. Type of institution (private or government) of the leader, however, did not affect their preparedness. Leaders with a disciplinary background in natural sciences were found to be the least prepared in the group. Leaders with a disciplinary background in humanities and social sciences were found to be more prepared as compared to those with a disciplinary background in physical sciences. Understanding the predictors of academic leadership preparedness is necessary in order to strengthen leadership in higher education. Implications and suggestions for future research are discussed.     

The wicked problem of embedding academic literacies: exploring rhizomatic ways of working through an adaptive leadership approach

Embedding academic literacies in higher education courses has been a major focus of the work of learning advisers. A number of studies present the results of embedding in specific courses without discussing the processes of negotiation or the different people involved. This paper is about embedding academic literacies in the Business faculty as part of an English language proficiency model at an Australian university. After initial slow progress, a team of learning advisers began to evaluate the process by reflecting on practice. This reflection focused on the space between the top-down process as planned and what actually happened in the complex academic environment. There were tensions between the proposed plan and the expectations and understandings of the disciplinary academics. These were used as a starting point to explore the issues in more detail. This paper argues that the task of embedding academic literacies bears all the hallmarks of a ‘wicked problem’ which eludes a linear formulation and is open to multiple framings. The botanical metaphor of the rhizome from the philosophy of Deleuze and Guattari and an adaptive leadership approach offer ways of responding to this problem. This paper reinterprets the team’s experiences using these theories and suggests alternative work practices. By moving away from the concept of a model, more opportunities to bring about attitudinal and curriculum change can be created to make academic literacies explicit for students.