Literaturnachweis - Detailanzeige
Autor/inn/en | Julius, Daniel J.; Baldridge, J. Victor; Pfeffer, Jeffrey |
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Institution | Canadian Society for the Study of Higher Education. |
Titel | Determinants of Administrative Effectiveness: Why Some Academic Leaders Are More Influential and Effective Than Others. Professional File, Fall 1999, Number 19. |
Quelle | (1999), (18 Seiten)
PDF als Volltext |
Sprache | englisch |
Dokumenttyp | gedruckt; online; Monographie |
Schlagwörter | Administrator Characteristics; Administrator Effectiveness; Administrator Responsibility; Administrator Role; Decision Making; Foreign Countries; Higher Education; Institutional Role; Leadership; Leadership Qualities; Management Development; Canada |
Abstract | This monograph on the issues of leadership, power, and influence summarizes information gleaned from working with and interviewing administrators at Canadian colleges and universities. The study notes, first, that decision-making environments in Canadian postsecondary organizations are multidimensional, characterized by interdependence, diversity, and varying paradigms of authority. A second observation is that effective decision-making in university environments requires an understanding of the limits of decision-making. The main portion of the report focuses on the structural, personal, and situational attributes of effective leadership, including among the structural attributes rank/position, being in the right unit, one's location in a communication network, one's reporting relationship, control over resource allocation, and organizational culture. Personal attributes are defined as including vision, ethos, and integrity; intellectual and socialization skills; one's appearance and social activities; and a willingness to influence. Among situational attributes are the ability to manage external problems; and effectively managing external clients. Finally, the paper discusses how effective administrators enhance their potential for effectiveness, identifying the following behaviors: exercising influence and persuasion in strategic ways; setting priorities, using structured decision-making processes; establishing policy convergences; building a team; and managing conflict. A list of study participants and questions reviewed with administrators is appended. (Contains approximately 100 references.) (CH) |
Anmerkungen | Canadian Society for the Study of Higher Education, University of Manitoba, 220 Sinnot Building, 70 Dysart Road, Winnepeg, Manitoba R3T 2N2, Canada. |
Erfasst von | ERIC (Education Resources Information Center), Washington, DC |