TY  - UNPB
UR  - http://ethos.bl.uk/OrderDetails.do?did=9&uin=uk.bl.ethos.534886
TI  - Leadership of changing universities :a case for criticality
N1  - Thesis: (PhD) University of London Institute of Education, 2009.
ID  - discovery10019906
AV  - public
EP  - 247
N2  - Contemporary universities are changing universities that function under conditions of
uncertainty, even unknowability, to meet often-unclear demands from within and
outside their walls. The complexities of changing universities render unfeasible a
singular perspective by which to guide them. At issue is how leaders might
understand, correlate, and utilize the awarenesses within their universities to develop
a sense of institutional knowing. It is hypothesized in this thesis that, given the above
conditions, the effective leadership of changing universities necessitates a critical
method. Case studies of the CEOs of three universities, one in Great Britain and two
in the United States, form the empirical basis of the study. From the case studies three
interlocking themes (knowledge frameworks, institutional identity, and social
exchange) emerged. The study revealed that in a time of change and uncertainty, the
effective leadership of universities requires a means by which to transform
information into knowledge, knowledge into knowing, and knowing into being. The
study further revealed that 1) knowledge frameworks (cognitive structures for
understanding) are adaptable; 2) the leadership of changing universities is largely
transactional; and 3) leaders and staff make their way amidst change and uncertainty
through their collective efforts to address institutional issues. Based on Barnett's
(1997) idea of criticality, which encompasses critical knowing, critical action, and
critical being, criticality for university leadership is here developed as a set of
theoretical propositions for the practice of university leadership under conditions of
change and uncertainty. The study will contribute to the body of knowledge on, and
aid in the examination of, the leadership of contemporary universities as well as the
sociology of organisations.
M1  - Doctoral
Y1  - 2009///
PB  - Institute of Education, University of London
A1  - Gates, John Fitzgerald
ER  -