Hidden leaders: results of the national study of associate deans

Sayler, Micheal F.; Pedersen, Jon E.; Smith, Megan L.; Cutright, Marc

doi:10.1080/03075079.2017.1418309

Cited by 14 publications

(6 citation statements)

References 17 publications

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“…The cruciality of continually developing leaders within SPLA HEIs in order to better equip them for navigating industry dynamism and organizational complexity was an anticipated theme developed from a review of academic literature (Gigliotti & Ruben, 2017;Hassan et al, 2018;Sayler et al, 2019). The findings support the anticipated importance of leadership development for navigating dynamic conditions and accomplishing competitive advantage and sustainability at SPLA HEIs.…”

Section: Leadership Developmentmentioning

confidence: 75%

Leadership Adaptability Within Higher Education

2022

JHETP

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Dynamism in the higher education industry (HEI) has created unprecedented complexity and uncertainty for leaders at colleges and universities across the globe. The challenges to competitive advantage and sustainability created by dynamic conditions have been exacerbated and accelerated by the COVID-19 pandemic and health crisis. HEI leaders are struggling to adapt antiquated and traditionally held methods and practices to navigate the rapid changes and survive the resulting chaos. The ability of leaders to adapt to dynamism in contemporary industry conditions is influenced by the external and internal environments; in term, these leaders' capacity for change impacts the adaptability of the institutions they serve. This study examines how senior-and mid-level leaders at small private liberal arts colleges and universities are engaging in adaptive behaviors to help their organizations better compete despite challenges.

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Section: Leadership Developmentmentioning

confidence: 75%

Leadership Adaptability Within Higher Education

2022

JHETP

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“…If it is necessary for a dean to be firmly located within the academic fabric of a faculty, to be an academic colleague, fellow teacher and researcher.… So it is also important that the dean is not isolated from the central decision making of the institution (Shattock, 2010, p. 88) Unlike deans, however, associate deans face the challenge of working in two different interstitial spaces because, in addition to being caught between faculty and executive-level administrators, they can also be caught between the dean's office and their academic colleagues. Despite this complexity, and the importance of the roles associate deans carry, they "tend to be an overlooked group within the leadership of a university" (Sayler et al, 2019(Sayler et al, , p. 1119.…”

Section: Background Literaturementioning

confidence: 99%

It “Made Me Who I Am”: Using Interpretive and Narrative Research to Develop a Model for Understanding Associate Deans’ Application and Development of Academic Identity

Stovin

2023

CJHE

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Interpretive and narrative research approaches, the experiences of academic administrators other than deans, chairs, and presi-dents, and academic identity work beyond graduate students and beginning professors are all areas that are underrepresented in the literature on higher educational administration. This article builds on recent narrative research by applying higher educational admin-istrative theories as interpretive lenses to propose a model for helping to understand the development and application of associate deans’ academic identities. Among the findings were that academic identities helped explain associate deans’ approaches to their roles, their views of their surrounding organizations, and their reasons for assuming the role. Further, the associate deans who partic-ipated in this research did not experience their transition to the role as an identity crisis in the ways typically described and assumed by higher educational leadership scholars. Instead, they drew upon their well-established academic identities and, in keeping with the nascent research on academic identity work, were intentional in their efforts to maintain their academic identities.

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“…Academic and administrative officers, who might be presidential successors, may lack the desire or preparation for such positions (Hull, 2020;Klein and Salk, 2013). In addition, some view their administrative role as temporary, returning to faculty within a few years (Sayler et al, 2017). Selingo et al (2017) found that several presidents stated that a leadership career, rather than teaching and research, was looked down upon in HE, suggesting that engaging in LD or SP may be stigmatized.…”

Section: Succession Planning In Higher Educationmentioning

confidence: 99%

Section: Succession Planning In Higher Educationmentioning

confidence: 99%

Succession planning for senior leaders: is it always a good idea?

Jackson

Allen

2022

IJEM

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PurposeMany higher education institutions have not invested in leadership succession planning despite suggestions for such action. In this article, the authors discuss the relevance of succession planning to the senior levels of leadership in higher education institutions, proposing that the role of succession planning and accompanying leadership development must be carefully considered based on the internal and external context of an institution. The authors present a modified model of succession planning for the higher education context.Design/methodology/approachThis article includes arguments for and against succession planning and leadership development in higher education using relevant literature and theory.FindingsThe literature reviewed highlights the need for each educational institution to find its own optimized mix of external hiring and internal succession planning and leadership development to replace outgoing leaders based upon factors such as the institution's culture, needs, external environment, talent pool, and levels of leadership.Originality/valueThis article makes a unique contribution by questioning succession planning's utility in higher education and guiding practitioners and researchers on the risks and benefits of such practices. The article also provides a model to guide selective implementation of succession planning.

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Hidden leaders: results of the national study of associate deans

Cited by 14 publications

References 17 publications

Leadership Adaptability Within Higher Education

Leadership Adaptability Within Higher Education

It “Made Me Who I Am”: Using Interpretive and Narrative Research to Develop a Model for Understanding Associate Deans’ Application and Development of Academic Identity

Succession planning for senior leaders: is it always a good idea?

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