Mary Lou Higgerson is president emerita?for academic affairs and dean of the college at Baldwin-Wallace College. She has also served on the board of trustees at Elmhurst College. Dr. Higgerson is a regular presenter at the conferences for department chairs, has consulted at numerous institutions, and is known for publications and presentations that offer immediately useful insights to practicing administrators. The recipient of eight prestigious teaching awards, including the Distinguished teacher Award at Southern Illinois University Carbondale and the Bill Cashin Award for outstanding research contribution to the study and practice of higher education administration, Dr. Higgerson brings a hopeful clarity to complex issues that pose stressful conditions for chairs and deans. Teddi A. Joyce is vice president for marketing, enrollment, and student services at The University of South Dakota. She previously served as associate academic dean and director of academic planning and research at Baldwin-Wallace College. With more than 16 years in various administrative capacities, her foci include using research to inform planning and decision-making processes, facilitating communication to help strengthen institutional planning, and understanding the role of public relations in the development of image. Prior to joining Baldwin-Wallace, Dr. Joyce worked in private industry. Her experiences with and insights into organizational issues in higher education provide a broad, practical understanding of today's challenge.

"This book is for those who serve or aspire to serve as chairs of deans in higher education . . . " (Journal of Continuing Higher Education, Fall 2007)

• About the Authors. Introduction.PART I: ESTABLISHING A FOUNDATOIN FOR EFFECTIVE LEADERSHIP COMMUNICATION.1. Using the Institutional Mission to Empower Performance.2. Setting Precedents Carefully.3. Sharing Decision-Making Criteria to Inform Requests.4. Establishing Your Leadership Credibility.5. Building Relationships.PART II: DEVELOPING A FAIR AND EFFECTIVE LEADERSHIP COMMUNICATION STYLE.6. Managing Interpersonal Conflict.7. Managing the Search Process.8. Managing Performance Counseling.9. Managing Faculty Morale, Changing Duties, and Shrinking Resources.10. Managing Up and Out.PART III: USING LEADERSHIP COMMUNICATION TO MANAGE ESPECIALLY DIFFICULT PEOPLE.11. Managing Personal Agendas.12. Containing the Pot Stirrer/Troublemaker.13. Working With the Prima Donna/Drama Queen.14. Managing the Confrontation Junkie.15. Engaging the Passive and Indifferent Soul.Annotated Bibliography.Index.

Mary Lou Higgerson is president emerita?for academic affairs and dean of the college at Baldwin-Wallace College. She has also served on the board of trustees at Elmhurst College. Dr. Higgerson is a regular presenter at the conferences for department chairs, has consulted at numerous institutions, and is known for publications and presentations that offer immediately useful insights to practicing administrators. The recipient of eight prestigious teaching awards, including the Distinguished teacher Award at Southern Illinois University Carbondale and the Bill Cashin Award for outstanding research contribution to the study and practice of higher education administration, Dr. Higgerson brings a hopeful clarity to complex issues that pose stressful conditions for chairs and deans. Teddi A. Joyce is vice president for marketing, enrollment, and student services at The University of South Dakota. She previously served as associate academic dean and director of academic planning and research at Baldwin-Wallace College. With more than 16 years in various administrative capacities, her foci include using research to inform planning and decision-making processes, facilitating communication to help strengthen institutional planning, and understanding the role of public relations in the development of image. Prior to joining Baldwin-Wallace, Dr. Joyce worked in private industry. Her experiences with and insights into organizational issues in higher education provide a broad, practical understanding of today's challenge.

"This book is for those who serve or aspire to serve as chairs of deans in higher education . . . " (Journal of Continuing Higher Education, Fall 2007)

• About the Authors. Introduction.PART I: ESTABLISHING A FOUNDATOIN FOR EFFECTIVE LEADERSHIP COMMUNICATION.1. Using the Institutional Mission to Empower Performance.2. Setting Precedents Carefully.3. Sharing Decision-Making Criteria to Inform Requests.4. Establishing Your Leadership Credibility.5. Building Relationships.PART II: DEVELOPING A FAIR AND EFFECTIVE LEADERSHIP COMMUNICATION STYLE.6. Managing Interpersonal Conflict.7. Managing the Search Process.8. Managing Performance Counseling.9. Managing Faculty Morale, Changing Duties, and Shrinking Resources.10. Managing Up and Out.PART III: USING LEADERSHIP COMMUNICATION TO MANAGE ESPECIALLY DIFFICULT PEOPLE.11. Managing Personal Agendas.12. Containing the Pot Stirrer/Troublemaker.13. Working With the Prima Donna/Drama Queen.14. Managing the Confrontation Junkie.15. Engaging the Passive and Indifferent Soul.Annotated Bibliography.Index.

Mary Lou Higgerson is president emerita?for academic affairs and dean of the college at Baldwin-Wallace College. She has also served on the board of trustees at Elmhurst College. Dr. Higgerson is a regular presenter at the conferences for department chairs, has consulted at numerous institutions, and is known for publications and presentations that offer immediately useful insights to practicing administrators. The recipient of eight prestigious teaching awards, including the Distinguished teacher Award at Southern Illinois University Carbondale and the Bill Cashin Award for outstanding research contribution to the study and practice of higher education administration, Dr. Higgerson brings a hopeful clarity to complex issues that pose stressful conditions for chairs and deans. Teddi A. Joyce is vice president for marketing, enrollment, and student services at The University of South Dakota. She previously served as associate academic dean and director of academic planning and research at Baldwin-Wallace College. With more than 16 years in various administrative capacities, her foci include using research to inform planning and decision-making processes, facilitating communication to help strengthen institutional planning, and understanding the role of public relations in the development of image. Prior to joining Baldwin-Wallace, Dr. Joyce worked in private industry. Her experiences with and insights into organizational issues in higher education provide a broad, practical understanding of today's challenge.

"This book is for those who serve or aspire to serve as chairs of deans in higher education . . . " (Journal of Continuing Higher Education, Fall 2007)

• About the Authors. Introduction.PART I: ESTABLISHING A FOUNDATOIN FOR EFFECTIVE LEADERSHIP COMMUNICATION.1. Using the Institutional Mission to Empower Performance.2. Setting Precedents Carefully.3. Sharing Decision-Making Criteria to Inform Requests.4. Establishing Your Leadership Credibility.5. Building Relationships.PART II: DEVELOPING A FAIR AND EFFECTIVE LEADERSHIP COMMUNICATION STYLE.6. Managing Interpersonal Conflict.7. Managing the Search Process.8. Managing Performance Counseling.9. Managing Faculty Morale, Changing Duties, and Shrinking Resources.10. Managing Up and Out.PART III: USING LEADERSHIP COMMUNICATION TO MANAGE ESPECIALLY DIFFICULT PEOPLE.11. Managing Personal Agendas.12. Containing the Pot Stirrer/Troublemaker.13. Working With the Prima Donna/Drama Queen.14. Managing the Confrontation Junkie.15. Engaging the Passive and Indifferent Soul.Annotated Bibliography.Index.