Making the Invisible Visible
This book presents the results of a three-year case study involving interviews with hundreds of faculty and staff grassroots leaders across almost every sector of higher education. It identifies five typical campuses of varying type (liberal arts college, community college, research university, public regional college, and technical college) and follows different change initiatives ranging from diversity to innovative pedagogies, environmentalism, staff equity, child care centers, wellness, student success, campus and community partnerships, anti-capitalist movements, immigration status, and democratic governance initiatives. While the book focuses on postsecondary educational leadership, the study has implications for the general study of leadership and organizations.
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