Turnaround Leadership for Higher Education

  • ID: 2211262
  • Book
  • 192 Pages
  • John Wiley and Sons Ltd
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Praise for Turnaround Leadership for Higher Education

"The election of Obama and the global financial crisis signal a new day for leadership. In a very real sense, every college and university is facing a ′turnaround′ situation. The old models and the prevailing paradigms are no longer viable. Fullan and Scott these extraordinary international scholars provide a new perspective and their book is appearing just at the right time. Every academic leader needs to read Turnaround Leadership for Higher Education."
R. Eugene Rice, senior scholar, Association of American Colleges and Universities

"This book is a gift to higher education. It comes at precisely the right moment when colleges and universities, besieged by economic, demographic, technological, and global change, demand turnaround leadership. This volume offers a perceptive analysis of the changes confronting higher education, the pitfalls to effectively responding, and a compelling prescription for leadership in turbulent times. This book is must–reading for higher education policy makers, practitioners, and scholars." arthur levine, author, When Hope and Fear Collide: A Portrait of Today′s College Student

"Through the use of compelling international data, Fullan and Scott build a comprehensive argument for why change is needed in higher education, and detail a new agenda that uses ′change knowledge′ to guide learning and improvement. For those of us who believe that teaching and learning and evidence–based inquiry are key to continuous improvement in higher education, this book serves to inspire our leadership! Turnaround Leadership for Higher Education is a must–read for all leaders who want our universities to be vibrant learning places for students and faculty alike." Carol Rolheiser, director, Office of Teaching Advancement,University of Toronto

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About the Authors.

1. Universities and the Challenges of the Twenty–First Century.

2. Failed Strategies.

3. The New Agenda.

4. Making It Happen: Building Quality and Capacity.

5. Leadership Capacity for Turnaround.

6. Leadership Selection and Learning.

7. Lead, Lead, Lead.



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The authors ofTurnaround Leadership for Higher Education believe that in the coming decades much rides on how we develop leadership within all of higher education. Fullan and Scott want institutions to change from within using specific leadership capabilities.

In Turnaround Leadership Fullan and Scott lay out a new agenda for leadership, both in how we view leadership and how we act as leaders. They argue that higher education has not approached leadership in an effective way.

Based on the authors own research and focus groups of administrators, Fullan and Scott describe the steps necessary to create turnaround leadership in our institutions. The steps begin with the assessment of institutional culture, then moves to developing a new agenda which emphasizes assessment and continuous implementation of improvements. The authors then note that we must understand how turnaround leaders should act and use that knowledge to develop additional leaders.

Hopefully the book will start some serious discussion about the goals of leadership in higher education

NACADA Journal, Issue 30(1)

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