Reframing Academic Leadership, Second Edition is a no-nonsense guide for academic administrators at all levels in colleges and universities and for those who seek to understand the unique challenges and opportunities in leading institutions of higher education today. Bolman and Gallos speak to those who care deeply about higher education, appreciate its strengths and its imperfections, and are committed to making it better.  Colleges and university administrators who strive to be leaders with impact and significant forces for good will find in this book a readable, intellectually provocative, and pragmatic approach to their work and its possibilities. The second edition of Reframing Academic Leadership will address new cases and examples that cover contemporary issues in higher education, which includes: 

• #MeToo
• Diversity
• Free speech and hate speech
• Economics
• Student debt
• Governing board dynamics
• Tenure
• Adjunctification of the professoriate

Joan V. Gallos is an award-winning educator, author, scholar, and academic leader. She is currently Professor of Leadership Emerita at Wheelock College of Education & Human Development at Boston University, where she also served as Vice President for Academic Affairs. Gallos is also a core faculty member in the Leadership Institute for Academic Librarians (LIAL) at Harvard, and a sought-after consultant and keynote speaker in the academic library world. Gallos holds a bachelor of arts degree cum laude from Princeton and master’s and doctoral degrees from the Harvard Graduate School of Education.

Lee G. Bolman is an author, scholar, consultant and speaker who is Professor of Leadership and holds the Marion Bloch/Missouri Chair in Leadership at the University of Missouri-Kansas City. Lee consults and lectures worldwide to corporations, public agencies, universities and schools. He holds a B.A. in History and a Ph.D. in Organizational Behavior from Yale University. His administrative roles at UMKC have included Interim Dean of the Bloch School of Management and chair of the department of Organizations, Leadership and Marketing. At Harvard he served as director and principal investigator for the National Center for Educational Leadership and for the Harvard School Leadership Academy.

Preface

About the Authors

Part I: Leadership Epistemology: When You Understand, You Know What to Do

1. A Tale of Two Presidents: Opportunities and Pitfalls in Academic Leadership

2. Sensemaking and the Power of Reframing

3. Knowing What You’re Doing: Learning, Authenticity, and Theories for Action

Part II: Reframing Leadership Challenges

4. Building Clarity and Capacity: Leader as Analyst and Architect

5. Respecting and Managing Differences: Leader as Compassionate Politician

6. Fostering a Caring and Productive Campus: Leader as Servant, Catalyst, and Coach

7. Keeping the Faith and Celebrating the Mission: Leader as Prophet and Artist

Part III: Leadership Pragmatics: New Ideas for Old Challenges

8. Leading from the Middle

9. Managing Your Boss

10. Managing Conflict

11. Leading Difficult People

Part IV: Leadership in a Changing World

2. Coping with a World in Motion

13. Leadership, Governance, and Institutional Survival

Part V: Sustaining Higher Education Leaders: Courage, Hope, and Values

14. Sustaining Integrity: Ethics and Leadership

15. Sustaining Health and Vitality

16. Feeding the Soul

Epilogue: The Sacred Nature of Academic Leadership

References

Name Index

Subject Index