Leadership and management strategies for creating agile universities / Thomas M. Connolly, Stephen Farrier.

Enhanced descriptions from Syndetics:

The global higher education sector has changed dramatically as universities continue to face unprecedented challenges associated with the COVID-19 pandemic. Many are struggling to navigate this crisis while maintaining high-quality course delivery, ensuring strong student recruitment numbers, and providing clear communication to staff and students. Issues have emerged at an exponential rate, and coping with the pandemic has been particularly difficult for universities as they serve several functions, such as being educational institutions as well as major employers. Leadership and Management Strategies for Creating Agile Universities reflects on the challenges that higher education institutions have faced during the pandemic and the associated projected socio-economic impact yet to be felt. It also considers how different universities have addressed the challenges so as to learn what has and has not worked and speculates what future implications exist for the vision of a new higher education sector in a changing world. Covering topics such as developmental leadership, IT governance, and lifelong learning, it is ideal for policymakers, industry professionals, academicians, researchers, governors, decision makers, teachers, and students.

Table of contents provided by Syndetics

• 1 Higher Education Leadership in a Changing World: The Coronavirus Pandemic and COVID-19 (p. 1)
• 2 Departmental Leadership in a Post-Pandemic World: Taking Collective Responsibility for Our Future Success (p. 16)
• 3 From Crisis to Vision: Educational Leadership, Globalization, and Inequality (p. 29)
• 4 Need for Leadership in Times of Crises: Integration of Modern and Post-Modern Leadership Approaches (p. 45)
• 5 Leadership, Vision, and Values in a Time of Change and Crisis: A Perspective From a UK Research-Intensive University (p. 65)
• 6 Strategic Management of Higher Education Institutions in a European Context: A Literature Review (p. 84)
• 7 Effective Agile IT Governance Mechanisms in Higher Education Institutions (p. 110)
• 8 Reclaiming the Soul of the University in an Agile Corporate World (p. 129)
• 9 Creating an Agile University During COVID: A Case Study of the American University of Afghanistan (p. 144)
• 10 Applying Design Concepts for the Cultivation of Cross-University Partnerships (p. 155)
• 11 Strategic Competencies and Skills for Future University Leaders: Creating More Agile Universities (p. 169)
• 12 COVID-19 Crisis Response of Higher Education Institutions: Tampere University (TAU) and University of São Paulo (USP) (p. 183)
• 13 A Post-Pandemic Strategy to Support Lifelong and Work-Integrated Learning: Rethinking Pedagogy, Technology, and Collaboration (p. 203)
• 14 Universities in Developmental Transition: From Ivory Tower to Engaged and People-Centered Institutions (p. 220)
• 15 Is This Time of Global Crisis the Opportunity That Higher Education Needs? (p. 236)