Autore	Duke Daniel Linden
Pubbl/distr/stampa	New York : , : Routledge, , 2010
Descrizione fisica	1 online resource (289 p.)
Disciplina	379.1/535
Soggetto topico	School districts School boards School superintendents Educational leadership
ISBN	1-136-98941-2 1-136-98942-0 1-282-58675-0 9786612586750 0-203-85427-6
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	BOOK COVER; TITLE; COPYRIGHT; CONTENTS; PREFACE; INTRODUCTION; 1 THE CHALLENGE OF COMPETING PRIORITIES; 2 THE CHALLENGES OF CHANGING DEMOGRAPHICS; 3 THE CHALLENGES OF SCHOOL DISTRICT GOVERNANCE; 4 THE CHALLENGES OF SCHOOL DISTRICT ORGANIZATION; 5 THE CHALLENGES OF ACCOUNTABILITY; 6 THE CHALLENGES OF INSTRUCTIONAL IMPROVEMENT; 7 THE CHALLENGES OF SCHOOL SAFETY; 8 THE CHALLENGES OF STAFFING SCHOOLS; 9 THE CHALLENGES OF CHANGE; 10 THE CHALLENGES OF LEADING AND LEADERSHIP; INDEX
Record Nr.	UNINA-9910792425503321

Autore	Buller Jeffrey L
Pubbl/distr/stampa	Hoboken, : Wiley, 2014
Descrizione fisica	1 online resource (286 p.)
Disciplina	378.101
Soggetto topico	Educational change Educational leadership Universities and colleges -- Administration Universities and colleges - Administration Education Social Sciences Theory & Practice of Education
Soggetto genere / forma	Electronic books.
ISBN	1-119-21082-8 1-118-76223-1
Classificazione	EDU001000
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover; Title Page; Copyright; Contents; About the Author; Introduction; Chapter 1 The Only Thing We Have to Change Is-Change Itself; The Kübler-Ross Model of Change Management; The Krüger Model of Change Management; The Kotter Model of Change Management; The Role of Organizational Culture in Change Processes; Hierarchical Organizations; Decentralized Organizations; Distributed Organizations; The IKEA Effect; Why Change Must Change; What about Other Stakeholders?; Conclusion; Chapter 2 Reframing Change; Different Ways of Viewing Change; The Common View of Change; The Classical View of Change The View of Continual ChangeThe Intentional View of Change; The Visionary View of Change; Bolman and Deal's Four-Frame Model; De Bono's Six Thinking Hats; Ten Analytical Lenses; Conclusion; Chapter 3 Determining the Need for Change; Is All Change Good for Higher Education?; Is All Change Bad for Higher Education?; Is Some Change Good for Higher Education?; Case Study: Pursuing Innovation without First Establishing Need; The Ten Analytical Lenses and the Need for Change; The Drivers of Change; The Central Role of the Needs Case in Change Leadership; Conclusion Chapter 4 From Change Management to Change LeadershipThe Learning Culture Theory; The Change Leader's Road Map and the Change Journey; C. Otto Scharmer's Theory U and Mindfulness-Based Leadership; Creative Leadership; The Pattern That Emerges; Change Leadership in Higher Education; Scenario One; Scenario Two; A Comparison of These Strategies; Conclusion; Chapter 5 Why Strategic Planning Doesn't Work; A Brief Primer on Strategic Planning; The Limitations of Strategic Planning in Higher Education; Little Advice on How to Plan; Overly Generic Mission Statements; Limited Options The Planning FallacyThe Need to Measure the Measurable; Shallow SWOT Analysis; Platonicity, Reification, and the Lorenz Butterfly Effect; Fitting the Culture; The Lack of Mission in Mission Statements; Better Approaches to Strategic Change; Scenario Planning; The Strategic Compass; Conclusion; Chapter 6 Creating a Culture of Innovation; Creativity as Lateral Thinking; Preparing a Program for Formalized Lateral Thinking; Refinements to Formalized Lateral Thinking; The Role of Mind-Set, Outliers, and Learned Optimism; Innovation Killers and Innovation Midwives; Conclusion Chapter 7 Leading Reactive ChangeFighting Icebergs with ICE; Types of Change; Is Reacting Actually Leading?; The Transformation from Elon College to Elon University; The Transformation from High Point College to High Point University; The Lessons to Be Learned; Levels of Change; Conclusion; Chapter 8 Leading Proactive Change; The Myth of Visionary Leadership; The Telling-Is-Leading Fallacy; Arizona State University; University of Notre Dame; The New Horizons Plan for Saudi Higher Education; Conclusion; Chapter 9 Leading Interactive Change; University of Nebraska-Lincoln The Rules of the Red Rubber Ball
Record Nr.	UNINA-9910140489403321

Autore	Buller Jeffrey L
Edizione	[1st ed.]
Pubbl/distr/stampa	Hoboken, : Wiley, 2014
Descrizione fisica	1 online resource (286 p.)
Disciplina	378.101
Soggetto topico	Educational change Educational leadership Universities and colleges -- Administration Universities and colleges - Administration Education Social Sciences Theory & Practice of Education
ISBN	1-119-21082-8 1-118-76223-1
Classificazione	EDU001000
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover; Title Page; Copyright; Contents; About the Author; Introduction; Chapter 1 The Only Thing We Have to Change Is-Change Itself; The Kübler-Ross Model of Change Management; The Krüger Model of Change Management; The Kotter Model of Change Management; The Role of Organizational Culture in Change Processes; Hierarchical Organizations; Decentralized Organizations; Distributed Organizations; The IKEA Effect; Why Change Must Change; What about Other Stakeholders?; Conclusion; Chapter 2 Reframing Change; Different Ways of Viewing Change; The Common View of Change; The Classical View of Change The View of Continual ChangeThe Intentional View of Change; The Visionary View of Change; Bolman and Deal's Four-Frame Model; De Bono's Six Thinking Hats; Ten Analytical Lenses; Conclusion; Chapter 3 Determining the Need for Change; Is All Change Good for Higher Education?; Is All Change Bad for Higher Education?; Is Some Change Good for Higher Education?; Case Study: Pursuing Innovation without First Establishing Need; The Ten Analytical Lenses and the Need for Change; The Drivers of Change; The Central Role of the Needs Case in Change Leadership; Conclusion Chapter 4 From Change Management to Change LeadershipThe Learning Culture Theory; The Change Leader's Road Map and the Change Journey; C. Otto Scharmer's Theory U and Mindfulness-Based Leadership; Creative Leadership; The Pattern That Emerges; Change Leadership in Higher Education; Scenario One; Scenario Two; A Comparison of These Strategies; Conclusion; Chapter 5 Why Strategic Planning Doesn't Work; A Brief Primer on Strategic Planning; The Limitations of Strategic Planning in Higher Education; Little Advice on How to Plan; Overly Generic Mission Statements; Limited Options The Planning FallacyThe Need to Measure the Measurable; Shallow SWOT Analysis; Platonicity, Reification, and the Lorenz Butterfly Effect; Fitting the Culture; The Lack of Mission in Mission Statements; Better Approaches to Strategic Change; Scenario Planning; The Strategic Compass; Conclusion; Chapter 6 Creating a Culture of Innovation; Creativity as Lateral Thinking; Preparing a Program for Formalized Lateral Thinking; Refinements to Formalized Lateral Thinking; The Role of Mind-Set, Outliers, and Learned Optimism; Innovation Killers and Innovation Midwives; Conclusion Chapter 7 Leading Reactive ChangeFighting Icebergs with ICE; Types of Change; Is Reacting Actually Leading?; The Transformation from Elon College to Elon University; The Transformation from High Point College to High Point University; The Lessons to Be Learned; Levels of Change; Conclusion; Chapter 8 Leading Proactive Change; The Myth of Visionary Leadership; The Telling-Is-Leading Fallacy; Arizona State University; University of Notre Dame; The New Horizons Plan for Saudi Higher Education; Conclusion; Chapter 9 Leading Interactive Change; University of Nebraska-Lincoln The Rules of the Red Rubber Ball
Record Nr.	UNINA-9910820875103321

Autore	Evans-Andris Melissa <1952->
Pubbl/distr/stampa	Thousand Oaks, California : , : Corwin, , [2010]
Descrizione fisica	1 online resource (217 p.)
Disciplina	371.2/07
Soggetto topico	School improvement programs Educational leadership
Soggetto genere / forma	Electronic books.
ISBN	1-4522-7332-4 1-4522-1441-7
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Sustaining change in schools -- Setting the stage for school reform -- Supporting change in schools -- Promoting distributed leadership -- Gaining teacher commitment -- Celebrating gains -- Changing for good -- Reforming reform.
Record Nr.	UNINA-9910480482003321

Autore	Brubaker Dale L.
Pubbl/distr/stampa	Thousand Oaks, California : , : Corwin Press, , 2006
Descrizione fisica	1 online resource (161 p.)
Disciplina	371.2
Soggetto topico	Educational leadership School management and organization Self-presentation
Soggetto genere / forma	Electronic books.
ISBN	1-4833-6170-5 1-4833-6387-2
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover; Contents; Preface; Acknowledgments; About the Author; Prologue: A Cautionary Tale; Chapter 1 - The Civilities of Leadership: Attitudes, Behaviors, Tools, and Skills; The Table Manners of Leadership; Concluding Advice from a Political Professional; Barriers to Creating a Culture of Civilities; Conclusion; Suggested Readings; Chapter 2 - Teams, Teaming, and the Creation of Educational Settings; Benefits of Teaming; Creating Positive Classroom and School Environments; Connecting the Classroom and School with the Outside World; The Thesis; Growing a Team; Formation of the Core Group Key Features of the Educational Change Process Facing Team LeadersConclusion; Suggested Readings; Chapter 3 - Professional Development on the Presentation of Self and the Creation of Educational Settings; Definitions of Professional Development; Today's Management by Mandate; Professional Development Revisited; Basic Assumptions Underlying Professional Development; Educators Have to Get to Give; Curiosity and Passion for Learning are Contagious; Valuable Payoff a Critical Factor; Risk-Taking and Mistake-Making are Keys to Learning; Presentation-of-Self Programs Take Time Integration of Sources of Power a Key to Decision MakingProfessional Development Plans; Conclusion; Suggested Readings; Appendices; References; Index
Record Nr.	UNINA-9910480255303321