There is an abundance of research saying that not only is leadership in higher education ineffective but also that it actually undermines the essential work that should be happening in universities. Christopher M. Branson, Maureen Marra, Margaret Franken and Dawn Penney provide a new insight into leadership that has proven to be far more effective for all involved - the transrelational approach to leadership. This new way of leading places an emphasis on the importance of the relationships that the leader develops with each and every person they are leading. However, in order to apply this new way of leading, higher education institutions must change some of the key ways they work. This book provides direction in how this can happen, what benefits would result, and offers a view on what the future for higher education might be if such changes to leadership are not made.
Leadership in Higher Education from a Transrelational Perspective both critiques the likely implications of adopting this transrelational form of leadership into a higher educational institution and discusses the implications of not doing so. Although a transrelational approach to leadership might seem daunting for higher education institutions to adopt, is there any other choice? The authors argue that it is inconceivable for institutions founded upon promoting human development as a consequence of research to ignore such research that not only questions the suitability of current leadership practices but also offers a more effective alternative.
Christopher M. Branson is Professor of Educational Leadership and Director of Catholic Leadership Studies in the Faculty of Education and Arts at the Australian Catholic University, Australia. Maureen Marra is Director of the inLeadership consultancy based in Waikato, New Zealand. Margaret Franken is Associate Professor in the Te Hononga School of Curriculum and Pedagogy at the University of Waikato, New Zealand. Dawn Penney is Research Professor in the School of Education at Edith Cowan University, Australia, and an Adjunct Professor in the Faculty of Education, Monash University, Australia.
Series Editor Preface Introduction: What is Universal about Leadership in Higher Education? 1. Leadership Today: Claims, Counter Claims and Perceived Deficiencies 2. The Theoretical Foundations of Transrelational Leadership 3. The Practical Implications of Transrelational Leadership 4. The Challenge of Organisational Change 5. Real Power and Influence 6. Seeking High Performance 7. Learning for Future Leadership 8. Aligning Human Resource Management Practices Conclusion: What Might Tomorrow Bring? References Index