scholarly journals White Higher Education Leaders on the Complexities of Whiteness and Anti-Racist Leadership

JCSCORE ◽  
2021 ◽  
Vol 7 (1) ◽  
pp. 46-82
Author(s):  
Dustin Evatt-Young ◽  
Brandy Bryson
Keyword(s):  
Higher Education ◽  
White Supremacy ◽  
Phenomenological Study ◽  
Higher Education Institutions ◽  
Racial Equity ◽  
Global Pandemic ◽  
Strategic Plans ◽  
Education Leaders ◽  
Racialized Violence ◽  
Higher Education Leaders

In the midst of a global pandemic, racialized violence, and civil unrest, higher education leaders are faced with a difficult reality as their constituents call for meaningful engagemen­­­t and leadership. While many higher education institutions claim to value racial equity and inclusion and have identified them as hallmarks in their mission statements or strategic plans, a culture of whiteness and everyday white supremacy continue to plague higher education institutions. Given the limited research that examines White higher education leaders’ perspectives on race, racism and anti-racist leadership efforts, this critical phenomenological study explores how ten White higher education leaders navigate racial equity efforts at their institutions and the role their racial identity plays in the process. Specifically, this study examines the complexities and intricacies of whiteness in higher education and offers insight into the development of anti-racist policies, practices, and tools for White higher education leaders to begin thinking about their work in relation to their whiteness.

scholarly journals Global Higher Education: Examining Response to the COVID-19 Pandemic Using Agility and Adaptability

2021 ◽  
Vol 5 (1) ◽  
pp. 10
Author(s):  
Thomas J. McCormack ◽  
Pamela A. Lemoine ◽  
Robert E. Waller ◽  
Michael D. Richardson
Keyword(s):  
Higher Education ◽  
Higher Education Institutions ◽  
Global Pandemic ◽  
Education Leaders ◽  
Higher Education Leaders

Global higher education institutions are significantly impacted by a key component of chaos during challenging times: the ability to effectively respond to ambiguity and uncertainty. Today’s COVID-19 global pandemic created a challenge so quickly that higher education leaders had little opportunity to assess, evaluate and make informed judgments. The dynamics of the situation presented more complexities than ever previously faced. Global higher education institutions with the ability to manage ambiguity and uncertainty can successfully survive. Conversely, the inability to cope with change could lead to failure. 

Disrupting Structural Whiteness in Higher Education

2021 ◽  
pp. 306-325
Author(s):  
Chris Corces-Zimmerman ◽  
Deborah E. Southern
Keyword(s):  
Higher Education ◽  
White Supremacy ◽  
Shared Responsibility ◽  
Institutions Of Higher Education ◽  
Racial Equity ◽  
White People ◽  
Exclusionary Practices ◽  
Education Leaders ◽  
Institutional Structures ◽  
Higher Education Leaders

For more than a century, students and higher education leaders, practitioners, and scholars have imagined and implemented strategies to subvert racism and advocate for racial equity within U.S. higher education. However, racist campus climates and exclusionary practices persist because institutions of higher education themselves are structurally rooted in whiteness and white supremacy. In this chapter, the authors connect their social and political subjectivities as white scholars with their dedication to the dismantling of structures of whiteness within higher education in order to present one way to transform institutions. Through the presentation of theoretical and practical examples, they make the case that it is the shared responsibility of white leaders across the spectrum of higher education to take action against the racialized policies and norms that privilege white people by examining and abolishing institutional structures that support whiteness. Ultimately, the fight for equity and justice in higher education must center the challenging of structural manifestations of whiteness.

Framing Your Future Through Employee Engagement

2022 ◽  
pp. 94-110
Author(s):  
Matthew Williwam Hurtienne
Keyword(s):  
Higher Education ◽  
Employee Engagement ◽  
Higher Education Institutions ◽  
Organizational Level ◽  
Institutions Of Higher Education ◽  
Change Models ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
University Leaders

There are many diverse demands and pressures on institutions of higher education. We are now at a time where innovation is required for many higher education institutions' survival and sustainability. However, university leaders should not look to old archaic change models to determine a way forward. Institutional leaders should look for methods to engage all generations of their workforce and decrease the level of resistance to the proposed change. This chapter looks at employee engagement and provides a model that higher education leaders can deploy to stimulate employee engagement and innovation. Framing Your Future is a model that can easily be deployed at a team, department, or even organizational level.

Delta Change

2020 ◽  
pp. 1-22
Author(s):  
John L. Hoffman ◽  
Susana Hernández
Keyword(s):  
Higher Education ◽  
Political Influence ◽  
Job Skills ◽  
Political Polarization ◽  
Global Pandemic ◽  
Education Leaders ◽  
Delta Change ◽  
Higher Education Leaders ◽  
The Cost ◽  
Exponential Change

Within the context of a fast-evolving environment, leaders enhance their capacity to respond to exponential change by attending to enduring ideas and big questions. For higher education leaders, a core asset is the diversity of their institutions. In this chapter, the authors first examine the landscape of current and forecasted changes related to enrollment, technology, the 2020 global pandemic, and impending leadership succession. This sets up a discussion of critical climate challenges regarding the cost of higher education and the value of job skills. The perceived value proposition for higher education is further complicated by concerns regarding the political influence of colleges and universities on their students. Whereas these landscape and environment analyses could lead to concerns regarding future, we have cause to be optimistic. Within the context of political polarization, leaders will need to be advocates of inclusive equity and stewards of both deeply held academic ideals and pragmatic strategies that ensure students success and preparation for careers.

scholarly journals The Impact of COVID-19 on the Internationalization of Higher Education

2021 ◽  
Vol 6 (1) ◽  
pp. 25
Author(s):  
Simon Kanjera
Keyword(s):  
Higher Education ◽  
Teaching Methods ◽  
Higher Education Institutions ◽  
Decision Makers ◽  
Internationalization Of Higher Education ◽  
Student Management ◽  
Education Leaders ◽  
New Challenges ◽  
Higher Education Leaders ◽  
The Impact

The COVID-19 pandemic has posed new challenges to global higher education, and higher education institutions have made innovations in teaching methods, student management and evaluation mechanisms. At a time when huge efforts have been made to transform and improve higher education in Africa, the COVID-19 pandemic could destabilize the higher education sector with serious consequences. This paper focuses on some of these implications in order to enable higher education leaders, decision makers, and other stakeholders to reflect and prepare adequately to address these issues.

scholarly journals MODELLING THE STAKEHOLDER ENVIRONMENT AND DECISION PROCESS IN THE U.S. HIGHER EDUCATION SYSTEM

2021 ◽  
Vol 19 (01) ◽  
pp. 131-149
Author(s):  
Ann Saurbier
Keyword(s):  
Higher Education ◽  
Decision Process ◽  
Process Model ◽  
Higher Education Institutions ◽  
The United States ◽  
Accreditation Process ◽  
American Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders ◽  
Stakeholder Environment

Purpose – As higher education continues to be buffeted by challenges, college and university leaders must find a way to respond to these environmental forces. In the United States, accreditation plays an increasing role in the quality control and improvement process. The goal of this research is to gain a deeper understanding of this decision environment, and the stakeholders within that system, such that American higher education institutions may set and achieve goals more effectively. Research methodology – Grounded theory is utilized to create a conceptual framework depicting the American higher education stakeholder system. In addition to placing the actors within the system, this research is also designed to generate a stakeholder-focused institutional decision process model. Findings – When viewed in a systemic context, the accreditation process assumes a unique placement among the other critical stakeholders. With this understanding, higher education leaders may better understand, balance, and integrate the concerns of their various stakeholders, in a stakeholder-focused decision process. Research limitations – While integrating multiple theories, to depict the American higher education stakeholder system and a stakeholder-focused decision process, this research does not operationalize or undertake the empirical testing of these theoretical models. Practical implications – The influence of the dynamic external environment and the accreditation process combine to create extremely challenging decision-making conditions for higher education leaders. The ability to improve and balance the quality and ethical nature of decisions that impact their various stakeholders may assist these leaders in more accurately meeting both their institutional goals and the public good goals of higher education. Originality/Value – This study specifically seeks to integrate multiple theoretical constructs within the American higher education environment and accreditation process. The creation of a theoretical model that depicts not only the stakeholder environment but also a stakeholder-focused decision process may assist all higher education institutions.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

Do learning organizations learn? Higher education institutions and pandemic response strategies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael T. Miller
Keyword(s):  
Higher Education ◽  
Organizational Behavior ◽  
Structural Changes ◽  
Higher Education Institutions ◽  
Well Being ◽  
Content Type ◽  
Institutional Leadership ◽  
Response Strategies ◽  
Global Pandemic ◽  
The Usa

Purpose This study was designed to address the problem of how higher education institutions, as organizations designed to promote learning, responded to the COVID pandemic and the suspension of in-person instruction. The purpose of this paper was specifically to explore how institutions go about learning from the pandemic to better prepare themselves for the future that they will face. Design/methodology/approach A researcher-developed survey instrument was distributed electronically to 300 faculty leaders at randomly selected universities in the USA. With three follow-up e-mail requests, the survey had a 31% usable response rate. Findings Survey results indicated that institutional leadership did not make strong use of shared governance in responding to the COVID pandemic in creating operational response strategies. Further, institutions did not alter their policies or make structural changes to be more adept in facing the challenges of a global pandemic and its impact on the financial well-being of the institutions. Although institutions did make changes to their attitudes about students, these were not developmental changes but rather behavioral modification expectations. Originality/value This study drew upon data collected after the first three months of the global COVID pandemic, providing an important first-look at organizational behavior in response to a largely unplanned global event.

Historical Review of Distance and Online Education from 1700s to 2021 in the United States: Instructional Design and Pivotal Pedagogy in Higher Education

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Kristen Betts ◽  
Brian Delaney ◽  
Tamara Galoyan ◽  
William Lynch
Keyword(s):  
Higher Education ◽  
United States ◽  
Instructional Design ◽  
Online Education ◽  
Teaching And Learning ◽  
Historical Review ◽  
The United States ◽  
Face To Face ◽  
Education Leaders ◽  
Higher Education Leaders

In March 2020, the coronavirus disease 2019 (COVID-19) pandemic disrupted education worldwide. In the United States, the pandemic forced colleges and universities across the nation to adopt quickly emergency remote teaching and learning. The ability to pivot instruction seamlessly and effectively across learning formats (e.g., face-to-face, hybrid, online) while supporting student engagement, learning, and completion in an authentic and high-quality manner challenged higher education leaders. This historical review of the literature examines distance and online education from the 1700s to 2021 to identify how external and internal pressures and opportunities have impacted and influenced the evolution of educational formats pre-COVID-19, and how they will continue to evolve post pandemic. This historical review also explores how instructional design and pedagogy have been and continue to be influenced by technological advancements, emerging research from the Learning Sciences and Mind (psychology), Brain (neuroscience), and Education (pedagogy) science.

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