Assuming the Mantle of Leadership: Real-Life Case Studies in Higher Education

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Description

Assuming the Mantel of Leadership is a book of real-life case studies and activities that are contextual-based within the readers own setting and experience. The reader is expected to respond to the cases and the activities by utilizing and reflecting upon their own institutions policies and context. The scope of exercises is intentionally broad in order to cover situations across academic affairs, student affairs, and enrollment management.

Reviews

Dr. Rettig presents preservice leaders with a broad array of authentic case studies and reflective activities that promote critical thinking and professional problem solving in leadership roles. The topics clearly represent the multifaceted situations that leaders in higher education face on a daily basis. He prompts readers to engage in real situations and scenarios that allow leaders to identify their own disposition toward leadership roles. -- Carleen Vande Zande, PhD, Associate Vice President of the University of Wisconsin System for Academic Programs
College and university educators preparing for senior administrative positions may be surprised by how very much help they find here. From the interview process through negotiating the appointment into the job itself, each step isnt just explained but vividly staged, with full-fledged characters and backstories, realistic and timely decision points, and maybe most valuably no clear right answers. Along the way the narrative regularly pauses for questions and coaching, making the book unusually interactive. The result is a kind of mentorship and dress rehearsal for what the job is really like. In Perry Rettig you have a thoughtful, expert guide, one who encourages you to learn as much about yourself as the career youre considering. -- Ken O'Donnell, interim vice provost, California State University Dominguez Hills
I find this work extremely helpful. The case study approach makes for an active, thoughtful read. In addition, rather than reducing administrative work to template or algorithm responses the reader is encouraged to insert his or her own personality, leadership style, institutional policies and prior experiences -- John Koker, Dean of the College of Arts & Sciences at the University of Wisconsin Oshkosh; Interim Provost and Vice Chancellor at UW Oshkosh

Author Bio

Perry Rettig is a former public school principal and teacher and has written extensively on myriad educational leadership topics. In his fifth year as Vice President of Academic Affairs at Piedmont College, and as a professor of educational leadership for the past twenty years, he has turned his research focus to higher education administration and shared governance.