Lee G. Bolman - Reframing Academic Leadership

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Joan V. Gallos

Lee G. Bolman

Copyright © 2021 John Wiley & Sons. All rights reserved.

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Library of Congress Cataloging‐in‐Publication 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 : Jossey‐Bass, [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 378.1/01—dc23

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 Covid‐19 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 fast‐spreading 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 17‐year‐old girl who recorded the dramatic and painful 8 minutes and 46 seconds–long 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 (2016, 2019, 2020), from denying a history of racial injustice that has haunted the United States since the 17th century to launching a proactive, “anti‐racist 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 high‐tech national reporting system that China had created expressly for such situations after the 2002 SARS epidemic (Cook, 2020; Kuo, 2020; Myer, 2020; 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.