Education Commons^™

Do Academic Supervisors Know What Their Employees Want From Work?, Emily Faulconer, John Griffith

Publications

This research has meaning to higher education learning institutions regarding faculty and staff motivation. Effectively motivating employees has captivated management theorists in search of higher morale and higher productivity. This study challenges the assumption by Hersey and Blanchard (1993) based on Lindahl’s (1949) study that supervisors do not know what their employees want from work.

Supporting Safety Culture In Academia: Giving A Voice To Faculty, Emily K. Faulconer, Chelsea A. Lenoble

Publications

In the words of Sir Winston Churchill, “The difference between mere management and true leadership is communication.” Department leaders have a vital role to play at all institutional levels when it comes to achieving an optimal safety culture that promotes safety voice behavior.

At the university level, this role is to help the university develop a solid foundation that will support a strong safety culture. At this level, it can be a challenge to mobilize and sustain the necessary resources to effectively develop and communicate a clear, consistent message that is aligned with implicit and explicit reward structures.

Transitioning Out Of Leadership: Is There Life After Higher Administration?, Christina M. Frederick, Alvin Y. Wang, Jane S. Halonen

Publications

This article showcases the case histories of three former higher education administrators who stepped down from their responsibilities to rejoin the faculty. From their collective experiences, they extracted the variables that tend to influence the change in professional trajectory. The authors explain how an assortment of cognitive biases can influence the success or failure of downward transitions. We conclude the article with suggestions regarding how to make a successful transition from academic administration back to faculty status.

Nurturing Faculty Buy-In For Top-Down Mandates, Emily K. Faulconer

Publications

Higher education is a bureaucracy. As such, colleges and universities require strong leaders but they also must have committed faculty members. Shared governance and transparency - arguably empty buzz words – have definitions that will vary based on who you ask. Despite the minefield, these terms are relevant when discussing change within academia.

Developing Critical Thinking Within A Master Of Science In Leadership Program, Daryl V. Watkins, Matthew P. Earnhardt

Publications

Critical thinking involves an important set of competencies, skills, and behaviors that can be systematically developed and cultivated. Critical thinking is fostered within the Master of Science in Leadership Program to help students achieve higher levels of thinking through the program and also to help them improve their leadership acumen. The paper describes critical thinking, provides background on the Paulian view of critical thinking used within the program, and presents the approach used to infuse critical thinking into the curriculum. The Master of Science in Leadership Program introduces critical thinking in the first required course and weaves critical thinking concepts …