Choosing Leaders: A Group Interactional Approach

Anderson, Donald; Wasserman, Donna Pritchard

doi:10.1177/107179190100800203

Cited by 2 publications

(3 citation statements)

References 10 publications

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“…Three types of community leaders may be distinguished: (1) institutional leaders, who are appointed to a formal position of leadership (Anderson & Wasserman, 2001); (2) the power elite, who attain the authority to lead as a result of their social or economic standing in the community (Czudnowski, 1983); and (3) grassroots leaders, who emerge from within the community and work as volunteers without monetary remuneration. (Castelloe, Watson, & White, 2001;Gittell, Ortega-Mustamante, & Steffy, 2000;Greenberg, 2000).…”

Section: Community Leadershipmentioning

confidence: 99%

Expectations of Grassroots Community Leadership in Times of Normality and Crisis

Boehm¹,

Enoshm²,

Skrzypek³

2010

Contingencies & Crisis Mgmt

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The article compares the preferences of community members for the transformational and transactional leadership styles of grassroots leaders at times of normality with those during a crisis. A structured questionnaire was administered to members of a community that experienced security crises on the Lebanese border of Israel before the 2006 Lebanon War. It reveals differences in the dominance of preferred leadership styles depending on the type of situation -normality or crisis. The article discusses these differences, compares the findings with those of other studies and considers their practical implications.

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Section: Community Leadershipmentioning

confidence: 99%

Expectations of Grassroots Community Leadership in Times of Normality and Crisis

Boehm¹,

Enoshm²,

Skrzypek³

2010

Contingencies & Crisis Mgmt

View full text Add to dashboard Cite

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“…It is frequently assumed that deans are good "academics" therefore, they it is assumed that they are going to be qualified to lead an academic operation unit. The crossover of academic role and skills could be considered to be very different from the skills required to be an effective leader (Anderson and Wasserman, 2001;Harvey et al, 2006;Gibney and Shang, 2007;Davies, 2010).…”

Section: Literature On Selecting Academic Deansmentioning

confidence: 99%

“…The question becomes, "is this really the best way to select a dean and are we getting what we deserve by continuing to follow such a convoluted process for selecting deans?" (Anderson and Wasserman, 2001). Having done that, we then can move on to the "mistakes" section.…”

mentioning

confidence: 99%

The selection of a dean in an academic environment: are we getting what we deserve?

Harvey

Shaw

McPhail

et al. 2013

International Journal of Educational Management

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Purpose -The purpose of the development of the paper was due to the seemingly endless searching for deans to replace the former dean of three to four years. Design/methodology/approach -The paper was developed around the present relevant secondary data. Findings -The key findings of the paper were that deans were being replaced due to the difference in expectation of the various constituents (e.g. students, faculty, administration, parents) in the performance of the SBA. Research limitations/implications -Limitations of the study were not providing primary data to support the theory based hypotheses of the study. Practical implications -Deans need to recognize that there will be conflicting expectations relative to the performance of the dean and that deans have a very short time to effectuate change in academic organizations. Social implications -Not having such high turnover in dean's positions should provide the stability of management to bring about change need in institutions of higher education. Originality/value -Identification of key mistakes made by deans as well as the mistakes made by faculty undermine the performance of deans. Keywords Dean search process, Mistakes made by deans/faculty, Reference point theory, Dean candidate pool, Higher education, Performance management Paper type Research paperThe difference between a top CEO and a dean: The CEO starts a meeting by placing a loaded revolver on the table and asks if there are any questions! A dean starts a meeting by placing a water gun (minus the water) on the table and hopes that there will be no questions ( Jack Welch, former CEO, General Electric).

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Choosing Leaders: A Group Interactional Approach

Cited by 2 publications

References 10 publications

Expectations of Grassroots Community Leadership in Times of Normality and Crisis

Expectations of Grassroots Community Leadership in Times of Normality and Crisis

The selection of a dean in an academic environment: are we getting what we deserve?

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