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Communication Strategies for Managing Conflict A Guide for Academic Leaders von Higgerson, Mary Lou (eBook)

  • Erscheinungsdatum: 22.02.2016
  • Verlag: Jossey-Bass
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Communication Strategies for Managing Conflict

The conflict management guide academic leaders have been searching for Communication Strategies for Managing Conflict gives academic leaders the tools and insight they need to effectively manage conflict affiliated with leading change and problematic faculty performance. Using case studies that bring typical issues to light, this book guides you through difficult situations with strategies and analyses of key issues, variables, and options. The real-life examples show you effective conflict management at work, and provide direct application to your own tricky leadership situations. You'll learn how to deal with difficult people, how to have difficult conversations, and how to successfully manage change in the face of departmental resistance. Written by an experienced academic leader, consultant, and writer, this practical guide provides the leadership training academics wish they already had. Successful conflict management is essential not just to departments, but to the entire institution. Senior leaders, faculty, and students all rely on you to smooth the change process and keep the department running smoothly. This book gives you a foundation in the critical skills for managing conflict when leading change and managing problem performance, and the insight to apply them appropriately. Communicate more effectively with students, parents, and faculty Navigate difficult conversations with tenured faculty more successfully Lead change more effectively Mentor and manage problem performance more effectively Keep faculty performing well and focused on the right priorities
Most academic leaders come into their position reluctantly, with little or no preparation for the role, receive very little training or coaching, and are thus not equipped to manage conflict when it arises. Communication Strategies for Managing Conflict is a lively, readable, and practical guide that will prove useful in the most difficult and common departmental situations.

Produktinformationen

    Format: ePUB
    Kopierschutz: AdobeDRM
    Seitenzahl: 368
    Erscheinungsdatum: 22.02.2016
    Sprache: Englisch
    ISBN: 9781118761663
    Verlag: Jossey-Bass
    Größe: 546 kBytes
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Communication Strategies for Managing Conflict

Introduction

The role of department chair has become more complex and challenging as institutions of higher education face increased public scrutiny, more competition for students and extramural funding, and tighter fiscal constraints. Institutions depend on effective chair leadership to help develop and implement changes deemed essential to navigating the formidable challenges facing higher education. Chairs are also expected to mobilize and improve faculty performance in support of the institution's response to these changing conditions that, on occasion, threaten institutional welfare. Consequently, many of the tasks on any chair's to-do list fall into the general categories of leading change and enhancing faculty performance-two responsibilities that require chairs to be skilled in managing the conflict that can occur when faculty resist change in the department and/or their performance. This text is designed to serve as a resource for chairs, who find themselves charged with leading change and enhancing faculty performance. In particular, this text will help chairs become more effective in managing the conflict that can occur when leading change and addressing problem faculty performance.

This book has relevance for all practicing administrators who have reason to sharpen their leadership skill in managing conflict when leading change or improving performance because the cases, analyses, and leadership communication strategies presented are generalizable to other leadership positions and situations. However, the cases presented describe scenarios managed by department chairs and the analyses presented discuss specifically the chair's role in managing the case scenarios. To be clear, when referring to the department chair, this text is referring to role responsibilities and leadership communication strategies that are relevant for program, school, division, or department chairs or directors and any frontline leadership position in which the incumbent works directly with faculty or staff in leading change and improving performance.
Why Focus on Chair Leadership?

Having worked at both large, public doctoral granting research and small, private liberal arts institutions and having served at every administrative level of the institution from chair to positions in central administration, I know full well how dependent senior administrators are on effective chair leadership. There is no way a provost or dean can implement changes at the department level without effective chair leadership. The changes deemed necessary in responding to public scrutiny, fiscal constraints, new accreditation standards, and other such conditions and challenges rely heavily on chair leadership for effective implementation.

More institutions are investing in leadership development opportunities for chairs through on-campus programs and through support for chair participation in national meetings and webinars. Individual chairs frequently seek out specific conferences, webinars, and other resources that will enhance their effectiveness in managing chair responsibilities. This text is designed to help support personal leadership development for chairs and be a resource for persons charged with developing chair leadership. This text can be used to facilitate leadership development in other academic leaders because the case scenarios and their leadership communication strategies are generalizable to situations managed by other academic leaders.
Why Focus on Managing Conflict in Leading Change and Improving Faculty Performance?

I have known many bright and talented individuals who elected to leave the chair role after a short tenure in the position because they found the task of managing conflict too time-consuming and stressful. From my work with countless chairs serving at all types of institutions during the past 30 years, I recognize that individuals must be able to manage confl

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