The primary purpose of this study is to map the temporal impact of a transformational leadership development intervention on leaders' awareness in the two public universities. Deans and heads from the two universities were involved in a six-week-long intervention. To study the short-term impact, an evaluation was conducted three months after the…

Purpose: Competencies for leadership in higher education have begun to emerge in the literature. Yet to better equip future leaders in higher education, the use of a learning taxonomy may serve as a framework to understand necessary learning for leaders in higher education. The aim of this study is to explore the competencies of higher education…

The inadequacy of training and support for academic middle managers in the US, UK, and Australia is well documented. What remains unclear is what would make for better professional development. This study fills this gap by investigating what associate deans at US research universities report learning 'on the job'. Drawing on their perspectives and…

New and rising community college leaders follow their own path, with the help of mentoring, networking and leadership development opportunities. To become campus leaders in the first place, they have followed in the footsteps of others by learning from them, both informally through mentoring and networking, and more intentionally at gatherings…

This paper presents a case narrative of a university dean who is charged with instituting change within her faculty in order to resolve the faculty's financial issues. The case narrative explores academic conceptualizations of entrepreneurship and describes the dean's context in terms of: her executive leadership team, the financial issues she was…

This article explores factors related to a transition to academic leadership from a faculty to an associate dean for academic affairs position within schools of social work, informed by a review of the literature on the role of the associate dean in higher education. The authors critically reflect on preparedness for the position and…

Leadership development is not considered as a core component in higher education policies specifically when we examine the higher education polices of developing countries. To fill this gap, an intervention is designed to evaluate the impact of a leadership development program in academic leaders. The prime objective of this intervention was to…

The continued underrepresentation of people of color in senior-level leadership roles within higher education underscores the need for targeted leadership development programming. Building upon the well-documented benefits of mentoring, a recent focus on sponsorship has emerged in both popular and scholarly literature. The present article reports…

This paper critically explores the opportunity for leadership development in higher education within an interpretative inquiry paradigm from the perspective of middle-level academics transitioning into leadership/management roles in Australian universities. Middle-level academics are described as being at a mid-point in their careers and…

What does leadership and change actually look like in myriad situations? This "boots-on-the-ground" resource, written by a former dean of education, pulls back the curtain on the crucial and complicated role of senior leadership and brings to the forefront experiences that often go unspoken. With humor and common-sense advice, the author…

Gender equity and women's access to senior leadership and management positions in universities are a major challenge not only in South Africa but on the African continent, too. For women to take up senior leadership roles more potently, it is essential that they not only cope with and compete in patriarchal systems but more so, are equipped to…

The Research and Planning Group for California Community Colleges (RP Group) launched Leading from the Middle (LFM) in 2013 to support the development of middle leaders across the California Community Colleges. Every year LFM produces an internal evaluation report presenting what participants learned from their experiences; academy leaders…

The Research and Planning Group for California Community Colleges (RP Group) launched Leading from the Middle (LFM) in 2013 to support the development of middle leaders across the California Community Colleges. Every year LFM produces an internal evaluation report presenting what participants learned from their experiences; academy leaders…

The Research and Planning Group for California Community Colleges (RP Group) launched Leading from the Middle (LFM) Academy in 2013 to support the professional development of middle leaders. This is an executive summary to the full report that captures reflections from both leaders of and participants in the 2016 LFM Academy, with the goal of…

The Research and Planning Group for California Community Colleges (RP Group) launched Leading from the Middle (LFM) Academy in 2013 to support the professional development of middle leaders. This report was developed for campus executive leaders and other administrators who are in positions to support and encourage leadership development at their…