Bolman and Gallow (2011) discuss the issue of challenging personnel and managing conflict (pp. 129-188). Bradberry and Greaves (2009) asserts that “We enter the workforce knowing how to read, write, and report on bodies of knowledge, but too often, we lack the skills to manage your emotions in the heat of the challenging problems that we face. Good decisions require far more than factual knowledge. They are made using self-knowledge and emotional mastery when they’re needed most” (p. 14). Emotional intelligence is one example of a leadership principle that a leader in higher education must demonstrate as they establish clear boundaries to ensure that unethical or dangerous behavior does not happen.
In this discussion, you will apply additional leadership principles to leading faculty and staff in the higher education environment.
Please create a hypothetical situation in which you demonstrate how a leader would apply a specific leadership principle to a higher education practice. How does this principle impact institutional initiatives? How does this principle apply to leading change?
Bolman, G. L. & Gallos, J.V. (2011). Reframing Academic Leadership. John Wiley & Sons
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. San Diego, CA: TalentSmart
Please see the readings below. Thanks again for picking it up!!
Bolman, L.G., & Gallos, J.V. (2011). Reframing Academic Leadership. (1st ed.). John Wiley & Sons.
Harris, K., Hinds, L., Manansingh, S., Rubino, M., & Morote, E. S. (2016). What type of leadership in higher education promotes job satisfaction and increases retention? Journal for Leadership and Instruction, 15(1), 27–32.
Harrison, L. M. (2011). Transformational leadership, integrity, and power. New Directions for Student Services, 135, 45-52.
Khan, N. (2017). Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison. International Review of Research in Open and Distributed Learning, 18(3), 178–183.
Merriman, C. (2015). Management versus leadership. Works Management, 68(5), 13.
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