An Analysis of Leadership Theory and Its Application to Higher Education.

Autor/in	Geering, Adrian D.
Titel	An Analysis of Leadership Theory and Its Application to Higher Education.
Quelle	(1980), (41 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
Schlagwörter	Stellungnahme; Change Agents; College Administration; Conflict Resolution; Definitions; Educational Change; Group Behavior; Higher Education; Individual Characteristics; Leadership Qualities; Leadership Styles; Models; Organizational Climate; Organizational Communication; Organizational Effectiveness; Personality Traits; Theories + Suchen Sie Ihr Suchwort? College administrators; Hochschulverwaltung; Conflict solving; Konfliktlösung; Konfliktregelung; Begriffsbestimmung; Bildungsreform; Gruppenverhalten; Hochschulbildung; Hochschulsystem; Hochschulwesen; Personality characteristic; Personality traits; Persönlichkeitsmerkmal; Führungseigenschaft; Führungsstil; Analogiemodell; Organisationsklima; Unternehmenserfolg; Individual characteristics; Theory; Theorie
Abstract	Leadership theories are reviewed, and ways that college administrators can approach leadership are suggested. After defining leadership and distinguishing it from administration and management, three different approaches to leadership are reviewed: the trait approach, the behavioral approach, and the situational approach. Some emerging views of leadership concern the relationship of the leader to the larger social structure and managing conflict by integrative measures to produce synergy. An integrative model of leadership developed by Ivancevich and others is described. Successful application of this model to postsecondary institutions will involve the leader's ability to diagnose and evaluate forces in the leader, forces in the subordinates, and forces in the situation. Luthans' and Stewart's contingency model and factors that influence leadership in postsecondary institutions are examined. The following generalizations about leadership are proposed: leadership is a shared process and a group function, being the product of interaction; leadership does not result from position or status, but rather how a person behaves in an organization; leadership positively changes organizational effectiveness and group activity; leadership implies change; leadership cannot be structured in advance; and most groups have more than one person occupying the leadership role. (SW)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01