Edited By Carrie Rogers, Kofi Lomotey and Adriel Hilton
Chapter Five: Process Education Leadership: Shifting the Paradigm (Joann Horton / Daria J. Willis / Isiah Brown)
| 73 →
Process Education Leadership
Shifting the Paradigm
JOANN HORTON, DARIA J. WILLIS, AND ISIAH BROWN
Good leadership at the top is not sufficient for the environment of the 21st century! We are living in a time when two crucial elements for social change are present—new values and economic necessity. Globalization, deregulation, democratization and technology are characteristics of the competitive arena of the Knowledge Age (Uhl-Bien, Russ, & McKelvey, 2007). The complexity of problems and issues demands that corporate and higher education institutions be managed differently. Institutions must deal with shrinking resources and demands for greater outcomes (Growe, 2011). If organizations are to meet these challenges, new leadership models must be examined (Uhl-Bien et al., 2007). Effective leadership can transform organizations by creating visions of potential opportunities, securing staff commitment to change and instilling new cultures. They can also adapt strategies to mobilize individuals and resources.
Our history shows that varied structures and requirements have placed us in a milieu that is more authoritarian than collaborative. The Industrial Age (early 20th century) was highly structured, with power directed from the top creating an environment that tended to be rigid. People and processes operated in a closed system. Institutions were highly organized, with a singleness of perspective that included management being Eurocentric and male-dominated. Leaders were trained to lead from the top of the organization, with limited input from others. They...
You are not authenticated to view the full text of this chapter or article.
This site requires a subscription or purchase to access the full text of books or journals.
Do you have any questions? Contact us.Or login to access all content.