This book offers a strategy for institutional change and an examination of the role of leadership in organizations. Essays focus on the shift away from faculty to a concentration on learning, especially on changes in the role of the department chair. The 12 essays are organized in three parts: Part 1, "Leading Change," includes: "A Teamwork Approach to Change in the Academic Department" and "A Collaborative Model for Leading Academic Change" (Ann F. Lucas); "Handling Resistance to Change" (Sandra I. Cheldelin); and "Transforming Departments into Productive Learning Communities" (Thomas A. Angelo). Part 2, "The Collaborative Role of the Chair in Departmental Change," includes: "The Departmental Statement on Promotion and Tenure: A Key to Successful Leadership" (Robert M. Diamond);"Post-Tenure Review" (Christine M. Licata); and "Strengthening the Departmental Voice in the Faculty Reward System" (Howard B. Altman). Part 3, "Leading Innovative Change in Curriculum and Teaching," includes: "Monitoring and Improving Educational Quality in the Academic Department" (Lion F. Gardiner); "Service Learning and the Engaged Department: A Strategy with Many Uses" (Edward Zlotkowski); "Giving Faculty Ownership of Technological Change in the Department" (A. W. "Tony" Bates); "Leading Curriculum Renewal" (Ann S. Ferren and Kay Mussell); and "The Academy as Learning Community: Contradiction in Terms or Realizable Future?" (Peter M. Senge). (Individual essays contain references.) (CH)