Learning Resources

Abstract: Implementing Sustainable Change in Higher Education: Principles and Practices of Collaborative Leadership
by Brent D. Ruben
Stylus Publishing: Sterling, Virginia: 2022
229 pages
ISBN: 978-1642674415

How should higher education leaders take on the challenges of change? In Brent Ruben’s Implementing Sustainable Change in Higher Education: Principles and Practices of Collaborative Leadership, the author says there’s no simple approach. Instead, he encourages leaders to “understand and leverage the dynamics of change; lead collaboratively and meaningfully; engage one’s colleagues; and adopt and pursue a shared vision of organizational purpose and aspirations.”

Abstract: The death of George Floyd in 2020 and the Black Lives Matter (BLM) movement have renewed the focus on diversity, equity, and inclusion (DEI), particularly in higher education planning. As a result of this attention, higher education has reexamined its commitment to DEI. A student voice survey found that college students were underwhelmed by actions taken by their institutions to address DEI on campus (Inside Higher Education 2021). Institutional units across higher education require coordinated, integrated planning to meet student expectations. This article highlights the results of a study that examined professional development strategies for higher education professionals in the context of the post-George Floyd–era.

Abstract: Shared Leadership in Higher Education: A Framework and Models for Responding to a Changing World
Edited by Elizabeth M. Holcombe, Adrianna J. Kezar, Susan L. Elrod, and Judith A. Ramaley
Stylus Publishing: Sterling, Virginia: 2021
256 pages
ISBN: 978-1642672251

Abstract: Since 2011 Michigan’s Muskegon Community College has held all-campus meetings every Friday morning. Initially the meetings were for student services staff to share information and updates. When COVID-19 caused a rapid shift to virtual course and service delivery, meeting attendance more than tripled as the college community drew together to understand what was happening, what was needed from and expected of employees, and how to connect with colleagues when doing so in person was not possible.

Abstract: The most effective master plans are those that reflect the myriad voices of the institution. We’re finding the engagement process is fast becoming as important a product of the plan as the plan itself. Engagement should be informative, inclusive, meaningful, and fun—and should be the product of an integrated process. Leveraging the University of California, Berkeley’s Campus Master Plan as a case study, this article provides a framework for developing custom engagement strategies, and highlights examples, lessons learned, and tips for optimizing meaningful participation.

Abstract: With the pandemic forcing education online, IT has become integral to keeping campuses moving forward. With a visionary team dedicated to student-centered experiences, the IT division at Minnesota State University, Mankato managed to quickly and successfully install new tech in more than 100 classrooms within months of COVID-19 first appearing. In this period of crisis, their information technology team created a campus-wide collaboration to introduce and integrate new course delivery opportunities. Outcomes of the large-scale project are seen as transformational and a key attractor for incoming students—regardless of where they are learning.

Abstract: An agile mindset exercised by leadership and distilled down into organizational culture is the prerequisite for any higher education institution planning to transform itself in an age of constant disruption. The post-pandemic world will continue to present new challenges for colleges and universities as they seek innovative solutions to plan for an ever increasing volatile, uncertain, complex, and ambiguous (VUCA) environment. Higher education leaders would serve themselves and their institutions well by learning how to practice the six attributes of an agile leader in a volatile world.

Abstract: by Fred M. Hayward
State University of New York Press
Albany, NY
2020
292 Pages
ISBN-13: 978-1438478456

Abstract: As Federal Work-Study (FWS) programs are coming under national scrutiny for their lack of proven effectiveness and antiquated systems, the University of Missouri-Kansas City reevaluated the culture surrounding its student employee positions. After collaborating with financial aid personnel and identifying key stakeholders, a new program was created to focus on professional-readiness skills and developing a culture of high-quality, campus-wide customer service. Former expectations of FWS positions were revised to include more intentional career-readiness opportunities. Doing so required investing in professional development for supervisors and support for mentoring student employees. This article presents the planning and collaboration methods that are vital to implementing an innovative program and provides insight for other universities seeking to professionalize their FWS programs.