Joan V. Gallos - Reframing Academic Leadership

1. Chapter 4
2. Chapter 5
3. Chapter 6
4. Chapter 7
5. Chapter 8
6. Chapter 12
7. Chapter 15

1. Chapter 3
2. Chapter 5
3. Chapter 11

Joan V. Gallos

Lee G. Bolman

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Library of Congress CataloginginPublication Data:

Names: Gallos, Joan V., author | Bolman, Lee G., author.

Title: Reframing academic leadership / Joan V. Gallos, Lee G. Bolman.

Description: Second edition. | San Francisco : JosseyBass, [2021] | Includes bibliographical references and index.

Identifiers: LCCN 2020027447 (print) | LCCN 2020027448 (ebook) | ISBN 9781119663560 (hardback) | ISBN 9781119663577 (adobe pdf) | ISBN 9781119663591 (epub)

Subjects: LCSH: Educational leadership. | Education, Higher.

Classification: LCC LB2806 .B583 2021 (print) | LCC LB2806 (ebook) | DDC 378.1/01dc23

LC record available at https://lccn.loc.gov/2020027447

LC ebook record available at https://lccn.loc.gov/2020027448

COVER DESIGN: PAUL MCCARTHY

COVER ART: GETTY IMAGES / JAYK7

With a sense of relief and completion, we submitted what we thought was the final manuscript for this second edition of Reframing Academic Leadership. Then Covid19 hit with a vengeance. The world that everyone knew suddenly stopped in hope of slowing the viral spread adding economic, political, societal, educational, and mental health challenges to the already devastating global health crisis of a fastspreading virus with no vaccine or cure. As we worked to tease out the myriad implications for academic leaders, Americans and allies around the world took to the streets for equity and racial justice following the death of George Floyd under the knee of a Minneapolis police officer. We knew that we could not ignore the impact of both on higher education. We recalled our submission and went back to the drawing board. Much of what we had written about academic leadership still holds, but no institution and none of us will ever be quite the same. Both stories remain very much in motion and will for some time but two things are very clear. Every crisis contains opportunities for innovation and progress if we stay strong and search for them, and leadership feels more important now than ever.

The death of George Floyd was the latest in a long line of police shootings of Black citizens, and the broad protest movement under the banner of Black Lives Matter had been pushing for reform since early 2012. It took the actions of a courageous 17yearold girl who recorded the dramatic and painful 8 minutes and 46 secondslong video of Floyd's death on her cell phone that was played and replayed on television and across the internet to finally open the eyes of a nation and the world to systemic racism and to send outraged citizens into the streets of large and small cities during a pandemic demanding change to move the country, in the words of scholar Ibram Kendi (), from denying a history of racial injustice that has haunted the United States since the 17th century to launching a proactive, antiracist revolution (2020). To quote Margaret Mead, Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.

The pandemic tells its own leadership story. It might have been stopped in its tracks in January 2020, but for an attempted coverup by local officials in Wuhan, China. The discovery of the SARS coronavirus in a group of Wuhan patients with an unusual and virulent pneumonia should have been entered into a hightech national reporting system that China had created expressly for such situations after the 2002 SARS epidemic (Cook, 2020; Kuo, 2020; Myer, ; Shi, Rauhala, and Sun, 2020). The rules and procedures were clear. But they were not followed. The failure was catastrophic, the coverup deadly. But the causes were dismayingly ordinary. Regardless of country or sector, leaders routinely try to protect themselves and their organizations by hiding problems in hopes of fixing them before anyone notices. They prioritize their own comfort and interests over those of their constituents and communities. They act as if they must choose between competing needs without recognizing there are options that address both. Officials in Wuhan unleashed a global disaster while trying to avoid local embarrassment. They failed to anticipate that their decisions would be catastrophic for themselves, their constituents, the globe, and, as one piece of the collateral damage, institutions of higher education.

Here's the rub: the same dynamics that produced the coverup in Wuhan and allowed so many to deny the meaning and implications of Black Lives Matter for so long are also endemic in academic leadership. In a later chapter on ethics (), we catalog examples of leaders in colleges and universities following their own versions of the Wuhan playbook. Even as we write in late 2020, academic leaders are wrestling with how to balance the financial health and even the survival of their institutions against possible health risks to faculty, staff, students, families, and local communities. At least implicitly, circumstances are asking them to put a price on human life.