Servant Leadership for Higher Education E-Book

Daniel W. Wheeler

• Herausgeber: John Wiley & Sons
• Kategorie: Bildung
• Sprache: Englisch

Seitenzahl: 287

Veröffentlichungsjahr: 2011

Beschreibung

SERVANT LEADERSHIP FOR HIGHER EDUCATION "Given the myriad of complex problems facing higher education, it is difficult to imagine that an administrator at any level of the institution could be effective without engaging in servant leadership. Higher education is a service industry and, consequently, this text is a must read for practicing administrators who are committed to effective leadership." -MARY LOU HIGGERSON, Ph.D., vice president for Academic Affairs and dean of the college, Baldwin-Wallace College "Finally a thoughtful book on servant leadership with direct application to higher education. Includes many strategies for developing servant leadership in self, others, and organizations." -DR. GARY L. FILAN, executive director, Chair Academy "With Servant Leadership for Higher Education Dan Wheeler brings the gauzy platitudes sometimes associated with servant leadership down to earth in a set of field-tested principles. I finished the book fantasizing about how much better off our colleges and universities would be if our leaders behaved like this!" -JON WERGIN, professor of educational studies, Ph.D. in Leadership & Change Program, Antioch University "This is a must read for anyone thinking about becoming an academic leader. In the academy, it is not about command and control-it's about serving your colleagues. Dan Wheeler's book 'nails it' as nothing is more critical to leaders than success in serving their colleagues." -WALTER GMELCH, dean and professor, School of Education, University of San Francisco

Leseprobe

Table of Contents

Cover

Title

Copyright

Series

Foreword

Preface

Acknowledgments

Introduction

Points to Consider

Developmental Aspects to Explore

Strategies to Develop Servant Leadership Awareness

Chapter 1: Unsuccessful Leadership Models

Chapter 2: Servant Leadership

Appearance to Others

How Servant Leaders Live and Lead

Call to Serve or Sense of Service

Authenticity

Humility

Moral Courage

Healing One’s Own Emotional State

Servant Leadership—Additional Research Background

Points to Consider

Developmental Aspects to Explore

Strategies to Develop the Inner Workings of Servant Leaders

Chapter 3: Servant Leadership Principles

Principle One: Service to Others Is the Highest Priority

Principle Two: Facilitate Meeting the Needs of Others

Principle Three: Foster Problem Solving and Taking Responsibility at All Levels

Principle Four: Promote Emotional Healing in People and the Organization

Principle Five: Means Are as Important as Ends

Principle Six: Keep One Eye on the Present and One on the Future

Principle Seven: Embrace Paradoxes and Dilemmas

Principle Eight: Leave a Legacy to Society

Principle Nine: Model Servant Leadership

Principle Ten: Develop More Servant Leaders

Points to Consider

Developmental Aspects to Explore

Strategies to Address the Ten Principles

Chapter 4: Principle One

Defining Service

A Calling

Nature of Relationships

Sources of Power

Projecting Light Rather Than Darkness

Love as Part of Servant Leadership

Origin of Callings

Can the Call to Serve Be Developed?

Points to Consider

Developmental Aspects to Explore

Strategies to Meet Highest-Priority Needs

Chapter 5: Principle Two

Insight into the New Generation

What Does It Mean to Really Listen to Others?

Meeting the Highest-Priority Needs of Faculty Members, Staff, and Students

New Faculty Members and Staff

Priority Needs Beyond the Professional

Role of the Servant Leader in Spiritual Development

Priority Needs That Can’t be Met

What Does Facilitating to Meet Needs Mean?

Points to Consider

Developmental Aspects to Explore

Strategies to Promote Meeting the Needs of Others

Chapter 6: Principle Three

Getting the Work Accomplished

The Inside-Out Assessment

A More Comprehensive, Learning-Centered Approach

Decision Making for Servant Leaders

Points to Consider

Developmental Aspects to Explore

Strategies to Address Taking Responsibility at All Levels

Chapter 7: Principle Four

Professional Versus Personal Issues

Addressing Disappointments and Lost Dreams

Emotional Healing Defined

An Instructive Departmental Case

Some Insights into Emotional Healing

Research into Emotional Healing

Thinking About Your Unit in Terms of Emotional Healing

Rules of Engagement

Points to Consider

Developmental Aspects to Explore

Strategies to Promote Emotional Healing

Chapter 8: Principle Five

Dealing with Difficult Personnel

Investing in the Human Resource Bank

Attitude Toward Professional Development

Motivation to Improve

Points to Consider

Developmental Aspects to Explore

Strategies to Promote Appropriate Means

Chapter 9: Principle Six

An Example of Balance Between the Now and the Future

Risks from Inattention to the Present and Future

Points to Consider

Developmental Aspects to Explore

Strategies to Promote a Balance of Present and the Future

Chapter 10: Principle Seven

Structure and Innovation

Formal and Informal Structure

Other Paradoxes and Dilemmas

Department Chair Role

Points to Consider

Developmental Aspects to Explore

Strategies to Address Paradoxes

Chapter 11: Principle Eight

Thinking Through Administrators’ Stewardship

At an Institutional Level

At a Unit Level

At an Individual Level

Points to Consider

Developmental Aspects to Explore

Strategies to Promote Stewardship

Chapter 12: Principle Nine

A Challenging Case

Points to Consider

Developmental Aspects to Explore

Strategies to Promote Modeling Servant Leadership

Chapter 13: Principle Ten

Modeling

Rules of Engagement

Professional Development

Evaluation

Points to Consider

Developmental Aspects to Explore

Strategies to Promote Developing More Servant Leaders

Chapter 14: Care and Feeding of Servant Leaders

Know Yourself

Build and Maintain Healthy Relationships

Engage in Professional Renewal and Development

Find Administrative Mentors

Expand to Develop Other Mentors

Engage in Personal Renewal and Development

Points to Consider

Developmental Aspects to Explore

Strategies to Promote Care and Feeding of Servant Leaders

Chapter 15: Some Common Questions (Myths) Regarding Servant Leadership

Do You Have to Be Religious to Be a Servant Leader?

Is Servant Leadership Soft? Can These Leaders Make Hard Decisions?

Are Expectations for Servant Leaderships Too Idealistic and High to Attain?

Won’t Meeting Employee Needs Exhaust the Leader?

Can You Be a Servant Leader in an Organization That Isn’t a Servant-Led Organization?

Will I Get Proper Recognition and Reward If I Am a Servant Leader?

Epilogue

References

The Author

Index

End User License Agreement

Guide

Cover

Table of Contents

Begin Reading

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SERVANT LEADERSHIP FOR HIGHER EDUCATION

PRINCIPLES AND PRACTICES

Daniel W. Wheeler

Kent M. Keith

Copyright © 2012 by John Wiley & Sons, Inc. All rights reserved.

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Excerpt from The Servant as Leader by Robert K. Greenleaf. Reprinted by permission of the Greenleaf Center. © Copyright Robert K. Greenleaf Center, 1991.

Excerpt from The Institution as Servant by Robert K. Greenleaf. Reprinted by permission of the Greenleaf Center. © Copyright Robert K. Greenleaf Center, 1972, 2009.

Excerpt from Tales of Turnaround: Servant Leaders Making a Difference at Universities by Kent Keith. Reprinted by permission of the author. © Copyright Kent M. Keith 2008.

Library of Congress Cataloging-in-Publication Data

Wheeler, Daniel W., date.

Servant leadership for higher education : principles and practices / Daniel W. Wheeler. — 1st ed.

p. cm.

Includes bibliographical references and index.

ISBN 978-1-118-00890-4 (hardback); 978-1-118-18136-2 (ebk); 978-1-118-18137-9 (ebk); 978-1-118-18138-6 (ebk)

1. Universities and colleges—Administration. 2. Educational leadership. 3. Servant leadership. I. Title.

LB2341.W464 2012

378.1'11—dc23

2011039778