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Full-Text Articles in Educational Leadership
Deep Change Theory: Implications For Educational Development Leaders, Caitlin Martin, Elizabeth Wardle
Deep Change Theory: Implications For Educational Development Leaders, Caitlin Martin, Elizabeth Wardle
Publications
While chapters 1 and 2 explore the promise of theoretical frameworks for making conceptual change that leads to innovative action around teaching and learning in higher education, they also point out the challenges to this kind of work as teams of faculty strive to lead change in their programs and departments after completing the program. To summarize our claims thus far: one of the goals for the HCWE Faculty Writing Fellows Program is to empower faculty who participate to return to their departments to make programmatic changes—changes they identify as central to their work and values and program culture. The …
Safety As A Criterion For Faculty Evaluation, Emily Faulconer
Safety As A Criterion For Faculty Evaluation, Emily Faulconer
Publications
Faculty evaluations, whether for annual review, promotion, contract renewal, tenure, or other purposes, commonly cover three broad areas—teaching, scholarship, and service—with weighting that can vary based on the institution, college, department, and individual. Many faculty, especially in STEM fields, have teaching, research, and service roles that come with chemical, physical, or biological hazards. These faculty members would not likely deny safety as a responsibility. In these roles, faculty may be asked to teach safety concepts, supervise or perform work with instrumentation, manage chemical wastes, or prepare paperwork required under OSHA’s Laboratory standard (e.g., standard operating procedures).
Let Natural Learning Arise!: Optimizing Organizational Learning Through A Customized Leadership Development Program, Robin A. Roberts
Let Natural Learning Arise!: Optimizing Organizational Learning Through A Customized Leadership Development Program, Robin A. Roberts
Publications
This paper examined a tiered leadership development program (LDP) designed to optimize natural organizational learning.
Instituting Large Scale Change At A Research Intensive University: A Case Study, Robert Drake, James Crawford, Chad Rohrbacher
Instituting Large Scale Change At A Research Intensive University: A Case Study, Robert Drake, James Crawford, Chad Rohrbacher
Publications
This paper uses Bolman and Deal’s four analytic frames to examine the difficulty of instituting large-scale change at one research-intensive university. In this case, the partially successful attempt to implement a new curriculum for undergraduates at North Carolina Agricultural and Technical State University is explored. The authors theorize that if an institution is to attempt a far-reaching, innovative transformation, it must have consistent leadership and the commitment of middle managers. Otherwise well-crafted plans are doomed to meet resistance.