Richardson & Wolverton (1994). Leadership Strategies.

Richardson, R. C., & Wolverton, M. (1994). Leadership Strategies. In Managing Community Colleges (pp. 40-59). San Francisco: Jossey-Bass.

“… creating a shared culture …” (p 44)

“… three dimensions of culture — structure, environment, values — are acted on respectively by linear, adaptive, and interpretive strategies.” (p 44)

“Linear strategies… aim at doing the tight things …” (p 44)

“Adaptive strategies seek planned organizational change …” (p 44)

“… create a shared vision …” (p 44)

Higher-performing institutions …

“… cultures that emphasized student achievement and brought people together.” (p 45)

“… expected more from their faculty and defined their roles to encompass a broader range of responsibilities.” (p 46)

“Faculty were evaluated more frequently …” (p 46)

“… where faculty could gain leadership experience and incubate innovative ideas.” (p 46)

“… to offset the effects of bureaucracies in multicampus districts.” (p 46)

“… more likely to participate in governance.” (p 46)

“.. linked in systematic ways to institutional priorities.” (p 46)

“… involving faculty in decision-making …” (p 46)

Organizational Environments

  • Adversarial domain
  • Faculty-dominated domain
    • “… unless faculty leaders first endorse them …” (p 47)
  • Administratively dominated domain
    • “… top-down, structured hierarchy.” (p 47)
  • Shared culture domain
    • “… administrative and faculty influences …” (p 48)
    • “… joint responsibility and authority.” (p 48)

“People are more important than structure.” (p 50)

Leadership strategies

“… revitalization, strategic realignment, strategic planning, synergistic collaboration, and Total Quality Management (TQM).” (p 50)

Revitalization

“… develop a non-judgmental, trusting atmosphere …” (p 50)

“… slow and careful process …” (p 51)

“… jointly …” (p 50)

“Open lines of communication …” (p 51)

Strategic realignment

“… joint participation with the faculty …” (p 52)

“… negotiation …” (p 52)

“Determining a common purpose …” (p 52)

“The solutions proposed by faculty must be accepted.” (p 52)

Strategic planning

“Basic elements of any strategic plan include … defining the goals and objectives…, identifying the significant policies…, and developing the major action sequences …” (p 53)

Synergistic collaboration

“… shared-culture strategy …” (p 54)

“The gap between a shared vision and reality represents creative tension …” (p 54)

Substrategies:…

“… clarifying values and providing vision …” (p 54)

“… communicate …” (p 54)

“Model… trust… confidence … Set high expectations for yourself …” (p 55)

“… self-leadership through professional development …” (p 55)

“… promoting divergent thinking …” (p 55)

Total Quality Management

“… states an organization’s goals and its philosophy (vision) and explains how they relate.” (p 55)

“… open communication …” (p 55)

“… risk making mistakes …” (p 55)

“… adds two-dimensions… identifying primary internal and external customers, and … providing analytical tools …” (p 56)

“… begins with reform at the top of the institution …” (p 56)

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