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| Preface | |
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| Acknowledgments | |
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| Issues in Leadership and Governance | |
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| The Phenomenon of Leadership | |
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| The Uncertain Place of Leadership in Higher Education | |
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| Motifs in Leadership | |
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| Good to Great: A Case Study in Leadership | |
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| Toward a Phenomenology of Relational Leadership | |
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| Learning Leadership | |
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| The Context for the Discipline of Strategic Leadership | |
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| The Ambiguities and Possibilities of Leadership in Higher Education | |
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| Forms of Leadership in Higher Education | |
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| Leadership as Authority: The Case of the College Presidency | |
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| Leading with Limited Authority | |
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| The Multiple Frames and Styles of Leadership | |
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| Integrative Leadership | |
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| Diverging and Converging Conclusion | |
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| The System and Culture of Academic Decision Making | |
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| Ways of Thinking about Leadership | |
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| Human Agency and Values | |
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| Structural Conflict in Academic Decision Making | |
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| Structural Conflict in Values | |
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| Shared Governance and Its Discontents | |
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| Leadership and the Reconciliation of the Conflict in Values | |
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| Preparing for Strategic Leadership | |
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| Creating and Situating an Integrative Strategy Process | |
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| Strategy in Higher Education and the Corporate World | |
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| Situating the Work of Strategy: Thinking about Strategic Thinking | |
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| Strategy and Models of Academic Reality | |
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| A Framework for an Integrated Strategy Process | |
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| Situating the Elements of Strategy | |
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| Strategic Governance: Designing the Mechanisms and Tools of Strategy | |
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| Fragmentation and Complexity in Collegiate Decision Making | |
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| Case Study: Retention and General Education at Flagship University | |
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| Strategic Governance | |
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| Strategy Councils | |
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| Guidelines for Creating a Strategy Council | |
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| The Role of the Governing Board | |
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| Organizing the Work of the SPC | |
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| Using Strategic Indicators: The Metrics of Identity, Performance, and Aspiration | |
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| Practicing Strategic Leadership | |
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| Integral Strategy: Narratives and Identity in Strategic Leadership | |
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| Integrating Strategy and Leadership | |
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| The Birth of Strategy: The Power of Narratives | |
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| The Story of Centre College | |
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| Finding, Telling, and Translating the Story | |
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| Identity Statements | |
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| Story and Leadership | |
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| Narratives in the Leadership of Colleges and Universities | |
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| Narratives in the Discipline of Strategic Leadership | |
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| Mission and Vision: The Heart of Strategic Leadership | |
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| Mission and Its Frustrations | |
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| Mission and Strategy | |
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| Vision and Leadership: Conceptual Foundations | |
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| Developing a Strategic Vision | |
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| Mission, Vision, and Structural Conflict | |
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| Strategic Position: The External and Internal Contexts | |
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| Strategic Leadership as a Discipline of Change | |
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| The Environmental Scan | |
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| PEEST | |
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| SWOT Analysis: Strengths and Weaknesses | |
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| Core Competencies | |
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| Strategic Assets | |
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| SWOT Analysis: Opportunities and Threats | |
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| Scenarios | |
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| Strategic Position | |
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| Strategies: Initiatives, Imperatives, Goals, and Actions | |
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| Integrating Leadership and the Strategy Process | |
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| Levels of Strategy | |
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| Strategic Initiatives and Imperatives | |
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| Strategic Goals | |
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| Actions | |
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| Strategic Leadership in Context: From Academic Programs to Financial Models | |
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| Strategic Thinking and Academic Quality | |
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| Strategic Leadership and Powerful Learning | |
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| Admissions: Brands or Stories? | |
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| The Student Experience | |
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| Strategy and Facilities | |
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| Strategy and Financial Resources | |
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| Fund-raising | |
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| Implementation: From Strategic Leadership to Strategic Management | |
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| Communication about Strategy | |
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| Strategy and Organizational Culture: Norms, Stories, Rituals, and Ceremonies | |
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| Authority: Leadership, Management, and Control Systems | |
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| Strategy and Accreditation | |
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| Strategic Assessment | |
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| Strategic Program Reviews | |
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| The Governing Board and the Implementation of Strategy | |
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| Strategic Integration and Momentum | |
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| The Limits and Possibilities of Strategic Leadership | |
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| Conflict and Change: The Limits and Possibilities of Strategic Leadership | |
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| Strategic Leadership and Structural Conflict | |
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| The Strategic Resolution of Structural Conflict in Colleges and Universities | |
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| Adversarial Limits to Strategic Leadership | |
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| Strategic Leadership and Change | |
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| The Nature of Strategic Change | |
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| Embedded Leadership | |
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| Conclusion: The Strategic Integration of Leadership | |
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| Recapitulation | |
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| The Discipline of Strategic Leadership | |
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| The Process of Strategic Leadership | |
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| The Dialectics of Leadership | |
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| The Strategic Integration of Leadership | |
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| Bibliography | |
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| Index | |