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Leadership: Higher Education Administration

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Conference

2004 Annual Conference

Location

Salt Lake City, Utah

Publication Date

June 20, 2004

Start Date

June 20, 2004

End Date

June 23, 2004

ISSN

2153-5965

Conference Session

Academic Standards and Academic Issues

Page Count

7

Page Numbers

9.844.1 - 9.844.7

Permanent URL

https://peer.asee.org/12798

Download Count

19

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Paper Authors

author page

Hamid Eydgahi

author page

Bob Lahidji

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Abstract
NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

Session 1143

Leadership: Higher Education Administration Hamid Y. Eydgahi, Ph.D.; Vice President of Academic Affairs Pine Technical College; 900 4th Street, SE, Pine City, MN 55063 Phone: 320.629.5116 E-mail: eydgahih@pinetech.edu

And

Bob Lahidji, Ph.D., CMfgE; Department Head, Industrial Technology Eastern Michigan University; Ypsilanti, MI 48197 Phone: 734-487-2040 E-mail: bob.lahidji@emich.edu

Abstract Higher education administration, at all levels, has become an extremely intricate task, which includes human relations compounded by limited financial resources and the continuous quality improvement needs.

The administrator is responsible for enrollment, securing external funds, and improving the economic condition of his or her institutions, among endless other tasks, while resolving potential conflicting issue such as increased enrollment and the possible impact on the quality of instructional and student services. Thus, the path to this accomplishment must be of leadership, and not management, and should include shared values and decision making.

Higher education has historically been slow to adopt many successful processes. However, while the organizational cultures may be different, there are common elements that characterize effective leadership. For example, Covey1 has identified seven habits of highly effective people. These include:

1. Be Proactive: Principles of Personal Vision; 2. Begin with the End in Mind: Principles of Personal Leadership; 3. Put First Things First: Principles of Personal Management; 4. Think Win/Win: Principles of Interpersonal Leadership; 5. Seek First to Understand, Then to be Understood; 6. Synergize Principles of Creative Communication; and 7. Sharpen the Saw: Principles of Balanced Self-Renewal.

Within the context of this paper, the authors will define and explore the application of Covey’s principles to academic leadership at Eastern Michigan University.

“Proceedings of the 2004 American Society for Engineering Education Annual Conference & Exposition Copyright © 2004, American Society for Engineering Education”

Eydgahi, H., & Lahidji, B. (2004, June), Leadership: Higher Education Administration Paper presented at 2004 Annual Conference, Salt Lake City, Utah. https://peer.asee.org/12798

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