In this stimulating collection of stories, ten academic leaders reflect from personal experience on leadership in place—an emergent mode of leadership that brings people together in order to effect organizational change. Originating from diverse sectors of the academy, each of the book's contributors brings a fresh and deeply human perspective on academic leadership theories and their effective applications. Leadership in Place calls for a shift in attitude about leaders and leadership. It departs from the hierarchical view that academic leadership flows from a leadership position, and instead embraces a more lateral view where leadership roles are available to everyone. It calls for a rethinking of how our colleges and universities are led and organized by discussing the following: Importance of strong academic communities in preserving the integrity of academic programs Empowerment of part-time faculty by combining adaptive and transformative learning models Opportunities for, benefits of, and challenges in collaborative leadership Problems that can emerge in times of leadership transitions and possible solutions Concept of leadership as an attribute of the many rather than the few Advocating for academics to reengage and recommit to their institutions, the book creates an agenda for what higher education must do to create conditions under which leadership in place is the norm rather than the exception.

"Understanding and Evaluating Research," third edition, is a supplemental textbook appropriate for all courses in educational research. A reader, this text contains quantitative "and" qualitative educational research articles from a variety of professional journals. With each article is a sample article analysis and exercises that help students become better consumers of research. The third edition is greatly enhanced by the inclusion of a new chapter on " Mixed Method Designs" and two mixed-method studies, revised and expanded discussion of qualitative methods, more emphasis given to randomized designs, revision of research typology, and features eight new articles.

Evaluation in departments is widespread but often fails to spark positive change. Based on his extensive work with academic departments across the country, Wergin explains that successful department evaluation exists only when faculty and departments have a strong influence on the purposes, processes, and methods of evaluation. The central purpose of Departments That Work is how academic programs can make evaluation more useful and critical reflection more likely. Topics include: How quality has become confused with such concepts as effectiveness, productivity, and marketability and how it might more constructively be conceived as focusing on the engagement of the department with its constituencies An examination of both intrinsic and extrinsic motivators of faculty work, the concept of organizational motivation, and the factors influencing identification with the institution and motivation to contribute to it The three critical factors of effective department evaluation How academic leaders can create a culture of engagement How to define and negotiate academic values with diverse stakeholders How to ask the right questions and collect the right idea How to determine standards and make meaning of evaluation data An overall summary of specific recommendations for academic leaders and departmental faculty, including an appendix of the constructs presented in each chapter

In Putting Students First, the authors argue that colleges can and should invest in holistic student development by recognizing and building on the students’ search for purpose in life, intellectually, spiritually, and morally. Based on a study conducted at ten religiously-affiliated schools, the book urges all colleges to rethink their approach to teaching and advising the increasingly diverse students of today; their critical mission should be to prepare students to become ethically responsible and active contributors to society, as well as critical thinkers and skilled professionals. Putting Students First offers perspectives and recommendations in areas of holistic student development such as Understanding millennial college students The role of faculty in defining culture The design and implementation of curriculum The impact of cocurricular involvement Fostering relationships with on-campus and off-campus communities By organizing the campus environment into “4Cs”—culture, curriculum, cocurriculum, and community—the authors create a conceptual framework for faculty, student affairs staff, and administrators to discuss, plan, and create college environments that effectively support the learning and development of students. Each chapter includes an introduction, evidence and analysis, a summary, and questions to help readers consider how to develop students holistically on their own campuses.

Reports the results of a survey to locate campus evaluation policies and practices that encourage constructive change in departments and a stronger culture of collective responsibility for the unit's success. Specific recommendations are offered–ideas that could aid in creating a more "self-regarding" institution, stronger and more widely accepted methods for evaluating departments and collectives, and eventually greater flexibility for departmental faculty. The authors review materials from 130 institutions, following visits to eight campuses, and identify the key components: (1) the degree to which the organizational and cultural setting promotes a conducive atmosphere for evaluation; (2) the credibility and fairness of evaluation policies and practices; and (3) the validity and reliability of evaluation standards, criteria, and measures.Supported by the Pew Charitable Trusts.

A guide to consulting in higher education designed for consultants and college personnel interested in engaging consultants is provided. It is based on principles distilled from actual consultation experiences in college settings. In 1980, the Association of American Colleges (AAC) began a consulting service for member organizations (Project Lodestar, which led to their Consultation Assistance Service that identifies well-qualified consultants for AAC member institutions). Each of the two sections, designed for institutional personnel contemplating an external consultation and for prospective consultants themselves, contains 10 principles drawn from the Lodestar evaluation studies. In section one, they include asking why a consultant is needed, defining what the consultation is supposed to do, noting the most appropriate consultation format, selecting consultants carefully, and ensuring administrative support. In section two, they include knowing the institutions prior to going on campus, knowing who the client is, clarifying expectations, respecting the institution's statement of the problem, and encouraging broad faculty involvement. The most successful cases followed all of the principles, and the least successful ones followed few or none of them. Institutions have the right to expect the consultants to be objective and sensitive to their character. Consultants have the right to expect institutions to be open about their goals and role expectations. Contains 13 references. (SM)

The question being asked with increasing regularity is, Just what do faculty members do? Studies of faculty workload have been commisioned in state after state. Taken together, the studies indicate that college faculty members are working harder than ever but are probably teaching less and are almost certainly having less contact with students, particularly undergraduates. This volume of New Directions for Institutional Research explores how the public discourse about faculty work might be improved and suggests how colleges and universities might document that work in a fashion that not only more faithfully describes what faculty do but also allows for reports that are more comprehensive and useful. This is the 83rd issue of the quarterly journal New Directions for Institutional Research. For more information on the series, please see the Journals and Periodicals page.

Shows how deep learning is a way to address the toxicity of social polarization.

This in-depth examination of how to educate professionals for the future identifies the social and political forces that will affect the roles of professionals and change the definitions of professional skill. It shows how educating professionals for the twenty-first century will ultimately require stronger bonds between educational systems and our systems of practice--including more accurate measures of competence and a more integrated system of continuing professional education.