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Boundary-spanning leadership in higher education

By Burkhardt, John C
Publication: Journal of Leadership Studies
Date: Tuesday, January 1 2002
HEADNOTE

Executive Summary

HEADNOTE

The adaptive capacity of higher education is not only rooted in the ability for institutions to change one by one,

but in a systems level capability which depends upon a specific form of leadership. This leadership process is constructed at the boundary between higher education at large and its interface with society. In this article, we examine the ways that this capacity is represented in the current issue of the Journal, and discuss how it might be intentionally cultivated as an asset critical to higher education's future.

Higher Education Leadership: A Changing Systems-Society Perspective

The history of higher education reveals a remarkably adaptive nature. The academy, thought of in its collective sense, seems to have an inherent ability to respond to the changing needs of societies. This capacity to change, demonstrated over hundreds of years in a wide variety of different cultural and national contexts, is a reflection of continuous adaptation among individuals and institutions, but it is also rooted in an important special property enjoyed and evident at the "system" level of the enterprise, a particular.form of leadership.

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