Leadership Legacy Moments: Visions and Values for Stewards of Collegiate Mission. ACE/Praeger Series on Higher Education

• Published in: Praeger
• Main Author: Bogue, E. Grady
• Format: Book
• Language: English
• Published: Praeger 30.08.2007
• Subjects: Accountability; Administrators; Altruism; College Administration; Colleges; Ethics; Leadership; Leadership Effectiveness; Values
• ISBN: 0275997782; 9780275997786

Written for college leaders at all levels as well as for trustees, this book engages the reader, via narrative and analysis, with the reflective and the practical knowledge essential to a constructive legacy. Leaders of colleges and universities hold in trust an enterprise of complex mission, governance, and outcome. Most will take office with accompanying media celebration of their past records and future promise. Each will exit with a legacy. A few will leave behind tragic legacies of defeated spirits, corrupted organizations, and shameful ethical records. We may hope for collegiate leaders who will leave behind faculty and staff talents of greater promise, worthy goals achieved in concert with faculty and staff, and value cultures that inspire curiosity, courage, and compassion. In this book, the author reflects upon the ideas, skills, and values that are essential to effective leadership. He illustrates how ideas and values are linked in the stewardship of one of our nation's premier organizational enterprises. The book is about constructing a leadership legacy that is both effective and ethical. Chapters 1 and 2 engage questions of leadership content and role, inviting the reader to consider the nature of the collegiate enterprise and the evolution of leadership role metaphors. Chapters 3-6 attend primarily to matters of knowledge and tactic in the leadership of colleges and universities. Chapters 7-10 explore important leadership values, with Chapter 7 serving as a bridging chapter that explores the power of high expectations as a motivational tactic. It also examines the counterpoint idea of remembering the darker and more destructive motives that some folks may exhibit. Finally, Chapters 11 and 12 examine questions of individual and institutional performance effectiveness. The afterword presents a retrospective reflection. An index is also included. (Individual chapters contain endnotes.)