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Strategic Leadership
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Table of Contents

Part 1 ISSUES IN LEADERSHIP AND GOVERNANCE Chapter 2 The Phenomenon of Leadership Chapter 3 The Ambiguities and Possibilities of Leadership in Higher Education Chapter 4 The System and Culture of Academic Decision Making Part 5 PREPARING FOR STRATEGIC LEADERSHIP Chapter 6 Creating and Situating an Integrative Strategy Process Chapter 7 Strategic Governance: Designing the Mechanisms and Tools of Strategy Part 8 PRACTICING STRATEGIC LEADERSHIP Chapter 9 Integral Strategy: Narratives and Identity in Strategic Leadership Chapter 10 Mission and Vision: The Heart of Strategic Leadership Chapter 11 Strategic Position: The External and Internal Contexts Chapter 12 Strategies: Initiatives, Imperatives, Goals, and Actions Chapter 13 Strategic Leadership in Context: From Academic Programs to Financial Models Chapter 14 Implementation: From Strategic Leadership to Strategic Management Part 15 THE LIMITS AND POSSIBILITIES OF STRATEGIC LEADERSHIP Chapter 16 Conflict and Change: The Limits and Possibilities of Strategic Leadership Chapter 17 Conclusion: The Strategic Integration of Leadership

About the Author

Richard L. Morrill serves on several corporate and not-for-profit boards and as a consultant on governance, leadership, and strategy to colleges and universities. Following ten years as president of the University of Richmond, he became chancellor and was also named Distinguished University Professor of Ethics and Democratic Values in 1998. He previously served as president of Centre College and of Salem College.

Reviews

Richard Morrill's new work takes the national dialogue on higher education strategy and leadership and puts some meat on the bones. This is a unique time in our country's fundamental relationship with and expectations for higher education. Myriad studies and data clearly demonstrate that the time is now for new strategies and responses. This volume provides a detailed roadmap to achieve success through engaged and effective leadership. It is a necessary volume for all who recognize the challenges we face. -- Richard D. Legon, president, Association of Governing Boards of Universities and Colleges, Washington, D.C.
This book has two great values: first, it may be the best book yet published on 'strategic leadership' in general; second, it IS the very best book yet published on 'strategic leadership' for twenty-first century higher education. Indeed, given the thorough and wide-ranging nature of Morrill's study, one can only conclude that this is and will be the definitive statement on strategic leadership in higher education for years to come.... Strategic Leadership is a must-read for presidents, aspiring presidents, senior institutional leaders, board members, strategic planners of all stripes, and for students of higher education desiring to understand the vagaries of academic culture and the complexities of leadership in the twenty-first century. -- Thomas C. Longin, executive editor, Planning for Higher Education, and Consultant to presidents and governing boards

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