International Perspectives on Leadership in Higher Education

Jill Jameson is Professor of Education and Chair/Director of the Centre for Leadership and Enterprise at the University of Greenwich, UK, and a Visiting Fellow (2018) and current Associate of Lucy Cavendish College and the Cambridge Educational Dialogue Research (CEDiR) Group, Faculty of Education, University of Cambridge, UK.

Professor Jameson’s experience ensures that a steady hand steers us through the important topic of her new book. Her own academic standing has enabled her to create an excellent book with other senior academics and leaders who share her worldwide reputation. The outcome is an important and rigorous investigation of the criticality of the being of leadership in higher education from an international perspective. It is well structured, paced and stimulating. It illuminates and helps us understand what is being done and what still needs to be done to ensure the integrity of the university. If we pay heed and learn from the messages then we should be prepared for at least the next couple of crises in higher education!Paul Gibbs, Professor and Researcher CERS, Middlesex University, UKThe crucial importance of leadership in organizational performance is well documented in fields as diverse as politics, sports, business, and education. Leadership in higher education is particularly interesting because often those chosen to lead universities are selected based on their personal scholarship and professional standing rather than any demonstrated leadership ability. Professor Jameson’s central argument about the importance of critical leadership thinking in meeting new global challenges is well illustrated through international case studies by a carefully selected team of chapter authors. This book makes an important and useful contribution to higher education leaders seeking to up their game. David W. Chapman, Distinguished International Professor (Emeritus), University of Minnesota, USA

• i-x Front matter: Series Introduction; Preface; Acknowledgements; List of illustrations; List of abbreviations; xi-xvii Contributor biographies; Part One: Global leadership and Critical thinking in Higher Education; Chapter One: Introduction; Chapter Two: Leadership and Critical Thinking: Oxymoron and a Feasible Utopia; Chapter Three: Critical Thinking in Leadership: Leading Change in Complex Contexts; Part Two: International Case Studies on Leadership in Higher Education; Chapter Four: Europe: Spain: The Cooperative University of Mondragon; Chapter Five: UK/England: Collaboration and Collegiality in University Leadership; Chapter Six: The United States: Leadership in US Public Research Universities: Design-Based Strategies and Academic Organisation; Chapter Seven: Colombia: The Evolution of Critical Leadership in Higher Education: A Case-Study of Transformation in the City of Medellin; Chapter Eight: Europe: Estonia: Critical Leadership Thinking in Intrapreneurship Education in Europe: The Case of Estonia; Chapter Nine: Europe: Ukraine: The Crisis of Ukrainian Higher Education Reform: Moving Towards a Trauma Informed Understanding; Chapter Ten: Australia: Global Challenges, Diversity and Feminism in Critical University Leadership; Part Three: Concluding Reflections; Chapter Eleven: Global Leadership Insights on Critical and Creative Thinking: Reflecting on the work of Professor N.J. Adler, McGill University, Canada; Chapter Twelve: Conclusions and Recommendations; REFERENCES; BIBLIOGRAPHY; INDEX