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Full-Text Articles in Education
The Glass Jaw. The Presence Of Incivility, Conflict, And Bullying In Disempowering Workplaces: A Study Of Middle-Level Managers In Heis, Maria Esther Caratini Prado
The Glass Jaw. The Presence Of Incivility, Conflict, And Bullying In Disempowering Workplaces: A Study Of Middle-Level Managers In Heis, Maria Esther Caratini Prado
Electronic Theses and Dissertations
Middle-level managers at HEIs experience stress-related conflicts that include incivility and bullying. There is a gap in the literature regarding middle-level managers’ contributions to improving interpersonal relationships in the workplace and the type of conflict-management training most suited to middle-level managers in HEIs when incivility, conflict, and bullying are present. This qualitative design study sought to understand conflict management from the perspective of HEI middle-level managers within the manager-to-subordinate relationship. The study examined the lived experiences of 10 HEI middle-level managers with coded data revealing four overall themes: structural challenges, sources of conflict, conflict training, and managing conflict. The results …
Leading From The Middle: Lessons Learned For New Chairs, Christopher Jochum, Jared Rawlings
Leading From The Middle: Lessons Learned For New Chairs, Christopher Jochum, Jared Rawlings
Academic Chairpersons Conference Proceedings
In this session, two academic chairs will share lessons learned during their first years leading a department. This session will include advice related to faculty development, managing conflicts, academic accreditation, initiating new programs, working with higher administration and time management for active teacher-scholars.
Being Comfortable With The Uncomfortable: Tips For Addressing Conflict, Christopher Jochum
Being Comfortable With The Uncomfortable: Tips For Addressing Conflict, Christopher Jochum
Academic Chairpersons Conference Proceedings
In this session, the topic of conversation will focus on how to effectively address conflict with both faculty, staff and students. The facilitator will offer proven-tips he’s used as a department chair, which were gleaned and/or developed in consultation with mentors, colleagues and even legal counsel.
Difficult Department Chair Conversations Ignatian Style, Janet Kupperman 5014750
Difficult Department Chair Conversations Ignatian Style, Janet Kupperman 5014750
Academic Chairpersons Conference Proceedings
The session will explore different types of difficult conversations department chairs have and reasons the encounters may be considered difficult, introduce an Ignatian framework for having conversations, and give participants practice having difficult conversations from an Ignatian perspective.
Crucial Moments In The Chair Experience: A Case Study Approach, Shawn T. Wahl, Amy Aldridge Sanford, Chad Mcbride
Crucial Moments In The Chair Experience: A Case Study Approach, Shawn T. Wahl, Amy Aldridge Sanford, Chad Mcbride
Academic Chairpersons Conference Proceedings
Department chairs are often called upon to make tough decisions (e.g., personnel, scheduling, strategic planning, curriculum, resources). Presenters of this interactive workshop will share case studies written by higher education administrators from across the nation, offer persepctives, and open it up for interaction, brainstorming and discussion for addressing difficult situations.
Change Is Conflict: Exploring Relationships Between Preferred Cognitive Styles And Conflict Management Styles Of University Administrators At A Large Flagship University, Sandra L. Gillilan
Change Is Conflict: Exploring Relationships Between Preferred Cognitive Styles And Conflict Management Styles Of University Administrators At A Large Flagship University, Sandra L. Gillilan
Theses and Dissertations--Educational Leadership Studies
As pressures continue for colleges and universities to find new ways of doing business, the calls for change heighten and the potential for conflict ensues. The purpose of the research study was to explore change as conflict via an exploration of organizational change related to preferred cognitive style, as measured by the Kirton Adaption-Innovation (KAI) instrument, and conflict management style, as measured by the Rahim Organizational Conflict Inventory-II (ROCI-II) instrument. The two instruments were administered to 72 university administrators at a large flagship university. The results indicate that the preferred cognitive style of university administrators is not significantly different from …
Enhancement Of Entrepreneurial Leadership: A Case Focusing On A Model Of Successful Conflict Management Skills, Anita Leffel, Cory Hallam, John Darling
Enhancement Of Entrepreneurial Leadership: A Case Focusing On A Model Of Successful Conflict Management Skills, Anita Leffel, Cory Hallam, John Darling
Administrative Issues Journal
The purpose of this paper is to present a case study focusing on a new technology start-up firm, founded by two graduate students, an engineer and a business major, who met during their university studies. The case is timely, in that only ten percent of new product introductions result in a profitable business. The causes of failure are numerous and include the following: the market may create failure; inadequate funding and capitalization; and competition from established enterprises. Several research studies also point to rising indications of interfunctional conflict in high technology companies. One reason may be that, today, management teams …
The Interrelationships Among Culture, Communication, And Conflict In A Newly Formed Doctoral Program, Julie Brockman, Joel A. Colbert, Michael Hass
The Interrelationships Among Culture, Communication, And Conflict In A Newly Formed Doctoral Program, Julie Brockman, Joel A. Colbert, Michael Hass
Education Faculty Articles and Research
The purpose of the Setting Expectations and Conflict Resolution project was to provide faculty and doctoral students with a professional development program that addressed conflict resolution using an interest-based approach. The program included two days of training focusing on setting expectations, exploring sources of conflict, and designing interventions to address conflict as it occurs. At the end of each day, participants were given a questionnaire to evaluate the usefulness of the training and its impact on their attitudes toward conflict. Focus groups were also held to assess the impact of the program. Preliminary results indicate that the program met or …