Why Higher Education Leaders Should Support Free Speech

2021 ◽  
Author(s):  
Taylor Overbey
Keyword(s):  
Higher Education ◽  
Free Speech ◽  
Education Leaders ◽  
Higher Education Leaders

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

Historical Review of Distance and Online Education from 1700s to 2021 in the United States: Instructional Design and Pivotal Pedagogy in Higher Education

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Kristen Betts ◽  
Brian Delaney ◽  
Tamara Galoyan ◽  
William Lynch
Keyword(s):  
Higher Education ◽  
United States ◽  
Instructional Design ◽  
Online Education ◽  
Teaching And Learning ◽  
Historical Review ◽  
The United States ◽  
Face To Face ◽  
Education Leaders ◽  
Higher Education Leaders

In March 2020, the coronavirus disease 2019 (COVID-19) pandemic disrupted education worldwide. In the United States, the pandemic forced colleges and universities across the nation to adopt quickly emergency remote teaching and learning. The ability to pivot instruction seamlessly and effectively across learning formats (e.g., face-to-face, hybrid, online) while supporting student engagement, learning, and completion in an authentic and high-quality manner challenged higher education leaders. This historical review of the literature examines distance and online education from the 1700s to 2021 to identify how external and internal pressures and opportunities have impacted and influenced the evolution of educational formats pre-COVID-19, and how they will continue to evolve post pandemic. This historical review also explores how instructional design and pedagogy have been and continue to be influenced by technological advancements, emerging research from the Learning Sciences and Mind (psychology), Brain (neuroscience), and Education (pedagogy) science.

Observations through a Keyhole

2014 ◽  
pp. 59-78
Author(s):  
Tak Cheung Chan ◽  
Evan G. Mense ◽  
Mindy Crain-Dorough ◽  
Michael D. Richardson ◽  
Kenneth E. Lane
Keyword(s):  
Higher Education ◽  
History Of Higher Education ◽  
Holistic View ◽  
Management By Objectives ◽  
Online Technology ◽  
Education Leaders ◽  
Brick And Mortar ◽  
History Of ◽  
Higher Education Leaders ◽  
Results Orientation

Global higher education leaders face the most explosive political environment in the history of higher education in the world due to decreased financial resources coupled with increased accountability. As revenues become scarcer, calls for accountability continually increase the five often-competing forces driving change in global higher education. In order to gain a more holistic view of accountability, the authors focus on five major shifts in global higher education: 1) Supply: financing; move from state-supported to state-assisted; 2) Demand: students; by 2020 minority students will be the majority; 3) Delivery: competition; faculty, f2f, online, technology, etc.; 4) Structure: new structures in different locations, internationalization, no longer brick and mortar, brick and click; 5) Productivity: management by objectives and results orientation.

Tackling the Emerging New Norms in Higher Education in Post-Recession America

2017 ◽  
pp. 46-62
Author(s):  
Wayne Perry Webster ◽  
Zach P. Messitte
Keyword(s):  
Higher Education ◽  
The United States ◽  
Private Higher Education ◽  
Private Institutions ◽  
Prospective Students ◽  
Public And Private ◽  
Cost Structures ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
New Situation

This chapter will examine emerging new norms across higher education in the United States following the recession of 2008-09. Colleges and universities face an environment increasingly made up of prospective students and their families shopping and bargaining for the best college deal; institutions are struggling to control student costs by raising discount rates; administrators are seeking to find new sources of revenue and programmatic niches; and faculty are increasingly focused on how to make their curriculum more unique and relevant. Finally, higher education leaders should closely examine long-held recruitment and financial aid strategies, cost structures, academic calendars and mission to meet the new situation. This chapter will summarize the development of the new landscape in public and private higher education, including the growing similarities facing public and private institutions including their common efforts to keep higher education affordable and accessible, and conclude with recommendations for administrators as they navigate their way through the new norm.

Management Quandary

2020 ◽  
pp. 140-157
Author(s):  
Jerrid P. Freeman ◽  
Karen J. Haley
Keyword(s):  
Higher Education ◽  
Skill Acquisition ◽  
Historical Perspective ◽  
Multiple Relationships ◽  
The Public ◽  
Education Leaders ◽  
Institutional Structures ◽  
Higher Education Leaders ◽  
Business Acumen

Higher education is changing in significant ways and cannot continue to operate in the same ways it once functioned. This multifaceted complexity requires leaders to manage and lead not only the business enterprise of higher education, but also societal demands within the context of multiple institutional structures and values. Every leader must understand their role in managing and how to be nimble enough to respond and adapt to the needs of society, students, and business while also developing the quality of education and experience that restores the faith of the public in higher education. Higher education leaders must be willing to take on the management quandary before them—maintain a strong business acumen, manage the multiple relationships inside and outside the Academy, and address the needs of society and business in knowledge and skill acquisition. The current climate presents a scenario where it is difficult for a leader who focuses heavily on only one element and lacks the historical perspective of higher education to be successful.

The Future of Transversal Competencies in Higher Education Assessment

2022 ◽  
pp. 253-268
Author(s):  
Jean Cushen ◽  
Lauren Durkin
Keyword(s):  
Higher Education ◽  
Teaching And Learning ◽  
Early Stage ◽  
University Teaching ◽  
Assessment Practices ◽  
Education Assessment ◽  
Higher Education Assessment ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
Student Centred Learning

This chapter evaluates the rising significance of transversal competencies and the implications for higher education assessment practices. Transversal competencies are expected to play a definitive role in future of work scenarios. This chapter evaluates the decisions and impacts surrounding the integration of transversal competencies into higher education assessments. In particular, the chapter explores the commitments and adjustments that higher education leaders must make to build the competence assessment infrastructure and supports required. The guiding role ‘student-centred learning' pedagogies can play is discussed. Relatedly, early-stage competence frameworks are offered as insight into how student-centred learning can deliver novel, active, reflective assessments that embrace competence diversity and target meaningful development. Finally, a roadmap is offered for higher education leaders to guide them in this challenging but pertinent transformation of university teaching and learning.

Framing Your Future Through Employee Engagement

2022 ◽  
pp. 94-110
Author(s):  
Matthew Williwam Hurtienne
Keyword(s):  
Higher Education ◽  
Employee Engagement ◽  
Higher Education Institutions ◽  
Organizational Level ◽  
Institutions Of Higher Education ◽  
Change Models ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
University Leaders

There are many diverse demands and pressures on institutions of higher education. We are now at a time where innovation is required for many higher education institutions' survival and sustainability. However, university leaders should not look to old archaic change models to determine a way forward. Institutional leaders should look for methods to engage all generations of their workforce and decrease the level of resistance to the proposed change. This chapter looks at employee engagement and provides a model that higher education leaders can deploy to stimulate employee engagement and innovation. Framing Your Future is a model that can easily be deployed at a team, department, or even organizational level.

scholarly journals Internationalizing higher education: from grand plans to evolving responses

2016 ◽  
Vol 29 (6) ◽  
pp. 889-902 ◽  
Author(s):  
Sefika Mertkan ◽  
Ilkay Gilanlioglu ◽  
Simon McGrath
Keyword(s):  
Higher Education ◽  
Dynamic Change ◽  
Institutional Transformation ◽  
Levels Of Analysis ◽  
Content Type ◽  
Reciprocal Influence ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
Different Levels

Purpose The purpose of this paper is to explore the complexity of developing into an international institution from the perspective of higher education leaders through the case study of one institution engaged in institutional transformation. Design/methodology/approach This study employs the qualitative approach and involves in-depth interviews with key institutional managers. Findings Findings suggest internationalization is a dynamic change process that goes beyond the rational and predictive elements of internationalization and cannot be confined to the rational planning and grand plans solely at institutional level. Reciprocal influence of different levels of analysis – institution, society and the nation – needs to be acknowledged and internationalization efforts need to go beyond the confines of the institution and extend into the society and the nation as a whole. Originality/value Internationalization of higher education has been widely examined, but the reciprocal influence of different levels of analysis on the internationalization efforts of higher education institutions is thin to which this paper contributes.

scholarly journals Change champions for student recruitment : leader experiences in managing change for new technology adoption

2018 ◽  
Author(s):  
◽  
P. Suzanne Sharp
Keyword(s):  
Higher Education ◽  
Technology Adoption ◽  
Stages Of Change ◽  
New Technology ◽  
Student Recruitment ◽  
Adoption Process ◽  
Leading Change ◽  
Managing Change ◽  
Education Leaders ◽  
Higher Education Leaders

Small, private, primarily undergraduate colleges and universities have been facing challenges in enrollment as number of traditional-aged college students declines and options for obtaining a degree expand. In response, schools often seek out and adopt new technology to improve their student recruitment functions. Existing research largely focuses on the technical aspects of adoption but does not provide much insight into the process of leading change itself. The purpose of this study was to understand the experience of higher education leaders in championing change through adoption of new technology for student recruitment. I interviewed 12 enrollment management leaders in higher education about their experiences guiding the technology adoption process on their campus. All participants were at small, private, primarily undergraduate institutions. This qualitative case study focused on the common phenomenon experienced by the participants -- being the champion for selecting and purchasing new technology. Early stages of change management (Kotter, 2012) served as the framework for my research. In addition, I relied on a secondary framework, Bolman and Deal's (2008) political frame, to provide further insight about the participants' experiences. Four themes emerged from the findings: identifying problems, impetus for change, involving others, and influence. This study concludes that managing change itself is a significant aspect of the process. Based on the findings I offer recommendations for practice and identify opportunities for further research.

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