When Michael Maccoby wrote this article, which was first published in early 2000, the business world was still under the spell of the Internet and its revolutionary promise. It was a time, Maccoby wrote, that called for larger-than-life leaders who could see the big picture and paint a compelling portrait of a dramatically different future. And that, he argued, was one reason we saw the emergence of the superstar CEOs—the grandiose, actively self-promoting, and genuinely narcissistic leaders who dominated the covers of business magazines at that time. Skilled orators and creative strategists, narcissists have vision and a great ability to attract and inspire followers.
The times have changed, and we’ve learned a lot about the dangers of overreliance on big personalities, but that doesn’t mean narcissism can’t be a useful leadership trait. There’s certainly a dark side to narcissism—narcissists, Freud told us, are motionally isolated and highly distrustful. They’re usually poor listeners and lack empathy. Perceived threats can trigger rage. The challenge today—as Maccoby understood it to be four years ago—is to take advantage of their strengths while tempering their weaknesses.
A new survey of 43,000 prospective international students echoes findings from other recent student
surveys that employability and career goals are a key motivation for study abroad
The survey notes, however, a growing openness to alternative forms of education beyond university
degrees as well as willingness to stay home to study if the quality of domestic programmes
improves
The accompanying study report observes fierce competition for students in a relatively small number
of markets, mainly in Asia, and calls for a more diversified – and evidence-based – approach to
recruitment
Maybe they didn’t think of this back in 2006 when the province scrapped
mandatory retirement.
Ten years later, baby boomers in big numbers are blowing past the old
retirement age of 65, some working into their 70s.
They can defer pensions for a while, but at 71, they’re forced to collect work
and government pensions along with their paycheques.
Who would want to work that long? You might be surprised.
Over the last twenty years, the public—through the federal government—has spent an increasing amount of money on student financial aid and education-related financial incentives. Driven by rising tuition and ancillary fees (coupled with stagnant middle-income earnings), the cost of pursuing post-secondary education has led an increasing number of low- and middle-income Canadians to rely on these programs. Each developed separately and at different times, the Canada Student Loans Program (CSLP), Canada Student Grants Program (CSGP), Registered Education Savings Plan (RESP), and education-related tax credits (Education and Tuition Fee Tax Credits [TFTC] and Student Loan Interest Credits [SLIC]) now cost the public over $4.2 billion each year, with an additional $2.5 billion given out in loans.
The Canadian Graduate and Professional Student Survey (CGPSS) is a national survey that was completed by over 51,000 students across 48 universities in 2013. This comprehensive survey includes questions covering a broad array of topics including students’ satisfaction with their departments, programs and advisors, availability of funding, use and quality of university services, and satisfaction with professional development supports (CAGS, 2010). This report uses data and opinions collected from graduate students through the CGPSS in an effort to contribute to the conversation on graduate student education in Canada.
This research uses the Youth in Transition Survey (YITS) to compare participation in postsecondary education (PSE) in Ontario to such participation in other Canadian regions. We begin by presenting access rates by region, which reveals some substantial differences. University participation rates in Ontario are in about the middle of the pack, while college rates are relatively high. We then undertake an econometric analysis, which reveals that the effects of parental income are quite strong in the Atlantic provinces but much weaker elsewhere, including within Ontario. We also find that the relationship between high school grades and Programme for International Student Assessment (PISA) test scores (measures of academic “performance” and “ability”) differ by region and are generally strongest in Ontario. From this perspective, Ontario would appear to have a relatively “meritocratic” system, where those who are more qualified are more likely to go to university and where overall attendance rates are less affected by family income. Interestingly, the effects of parental education, which are generally much stronger than family income, are similar across provinces. Understanding the reasons underlying these patterns might warrant further investigation.
The University of Guelph (U of G) is committed to creating a campus founded on the principles of equity and inclusion. As part of this commitment, the University has undertaken a review of salary equity among the faculty, with a particular focus on gender equity. In addition to gender equity, U of G attempted to identify salaries that were unusually low compared to what could be expected based on various characteristics of faculty members. The review was overseen by the Office of the Provost, with support from the Office of Institutional Analysis and Research, the Office of Faculty and Staff Relations, and the Office of Diversity and
Human Rights.
The comparative performance of education systems is attracting more attention than ever before. In Canada, questions have been raised about whether we are keeping pace with the world’s leading education systems, and whether our performance has been eroding over time. There are also concerns about whether too many students from less advantaged backgrounds are being left behind. This report reviews the latest international evidence regarding achievement and equity in education. It shows that, in terms of achievement, Canada consistently places among an elite group of high performing countries and economies.
Moreover, Canada continues to be a leader in terms of equity: public schools in Canada are among the best in the world at helping to level the playing field between rich and poor children, and Canada is one of only a very few high-immigration countries that show no significant achievement gap between immigrants and non-immigrants. In fact, Canada distinguishes itself by its ability to combine high levels of achievement and high degrees of equity in education.
At the same time, Canada is not without its challenges. There has been a modest decline in Canada’s performance over time, and Canada’s relative advantage is diminishing as a number of other rapidly modernizing countries are catching up. And while the education attainment of Aboriginal peoples in Canada is increasing, the achievement gap between Aboriginal and non-Aboriginal peoples at the higher end of the education attainment spectrum is still getting wider. No matter how well Canada may have performed to date in any given international study, there is will always be a need to strive for improvement.
Background: The number of non-tenure-track faculty (NTTF), including both full-time (FT) and part-time (PT) positions, has risen to two-thirds of faculty positions across the academy. To date, most of the studies of NTTF have relied on secondary data or large-scale surveys. Few qualitative studies exist that examine the experience, working conditions, and worklife of NTTF. The study is framed by the theory advanced by Berger and Luckmann that reality is socially constructed and the broader sociological tradition of symbolic interactionism described by Blumer, Denzin, and Stryker.
This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism = -.24, Extraversion = .31, Openness to Experience = .24, Agreeableness = .08, and Conscientiousness = .28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Consci- entiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness).
Overall, the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model.
In their aptly named book on organizational management, Jeffrey Pfeffer and Robert I. Sutton write about Hard Facts, Dangerous Half-Truths, and Total Nonsense. A hard fact is something for which there is solid evidence. A dangerous half-truth is when this fact is superficially applied. And total nonsense is often the outcome of not knowing the difference.
We can gain insight about the current state of school leadership by applying this organizational thinking to two of education’s hard facts: The principal is crucial to school success, and professional learning communities are more effective than individual professionals working in isolation. In doing so, we should remember that the danger in the half-truth is not just that it is incomplete or misleading, but that its proponents are unaware that it is not true.
The purpose of this quantitative study was to determine if a learning contract supported student milestone and degree completion for online doctoral degree programs. Further, students provided insights into aspects of the learning contract that were most supportive of their dissertation process. Data from this study were used to understand the benefit of using learning contracts in doctoral dissertations. Data were gathered from students who participated in the Ombuds Pathway to Completion. The research variables used in the study were milestone completion, degree completion, and factors predicting student success with a learning contract.
The main players in First Nations’ public finance agree on one thing: The present fiscal regime is
broken, and needs to be fixed. Many of the arrangements that govern aboriginal communities’
revenues, borrowing and spending date back to the 19th century, and remain riddled with
paternalism, uncertainty and inefficiency.
First Nations finances are on a far more fragile footing than other levels of government in
Canada. The provinces and territories obtain a significant portion of their revenues through
federal transfers -- such as the Canada Health Transfer, the Canada Social Transfer and
equalization payments -- based on negotiated and pre-determined formulas. These
jurisdictions, as well as municipalities, also generate substantial tax revenues from a variety of
sources.
Research in commercial organizations has provided a multitude of examples on how leadership development can effectively foster employees’ performance and work-related attitudes such as commitment or satisfaction. In contrast, to date systematic leadership development is largely lacking for employees in higher education. However, we suggest that the positive effects of leadership development in commercial organizations also apply to the academic context. Thus, the purpose of this applied article is to present two approaches to the development of
leadership in higher education. More specifically, we provide a detailed description of two different programs offered to researchers at a large German university. The first program constitutes a leader development initiative for junior faculty on an individual level, whereas the second focuses on the development of leadership within university departments on a group level. We provide recommendations for establishing and evaluating effective leadership development in higher education.
Given the ongoing alarm regarding uncontrollable costs of higher education, it would be reasonable to expect not only concern about the impact of MOOCs on educational outcomes, but also systematic efforts to document the resources expended on their development and delivery. However, there is little publicly available information on MOOC costs that is based on rigorous analysis. In this article, we first address what institutional resources are required for the development and delivery of MOOCs, based on interviews conducted with 83 administrators, faculty members, researchers, and other actors in the MOOC space. Subsequently, we use the ingredients method to present cost analyses of MOOC production and delivery at four institutions. We find costs ranging from $38,980 to $325,330 per MOOC, and costs per completer of $74-$272, substantially lower than costs per completer of regular online courses, by merit of scalability. Based on this metric, MOOCs appear more cost-effective than online courses, but we recommend judging MOOCs by impact on learning and caution that they may only be cost-effective for the most self-motivated learners. By demonstrating the methods of cost analysis as applied to MOOCs, we hope that future assessments of the value of MOOCs will combine both cost information and effectiveness data to yield cost-effectiveness ratios that can be compared with the cost-effectiveness of alternative modes of education delivery. Such information will help decision-makers in higher education make rational decisions regarding the most productive use of limited educational resources, to the benefit of both learners and taxpayers.
The purpose of this study is to estimate the effects of organizational attributes on social integration in particular, and more generally on the student withdrawal process. Theory elaboration (the application of new concepts borrowed from other theoretical perspectives to explain the focal phenomenon) is used to help with the revision of Tinto's interactionalist theory of individual student departure. The existence of empirical evidence supporting the importance of organizational attributes in the persistence process makes the addition of organizational characteristics a logical choice as a possible source of social integration in an elaboration of Tinto's theory. The results from this study provide strong supp elaborating the revised version of Tinto's theory through the inclusion of concepts from organizational theory.
Chief Student Affairs Officers (CSAOs) are senior-level student affairs per-sonnel. In 2011, 33 CSAOs responded to a national survey and provided a professional perspective on field development, student services, as well as predicted five-year trends for student affairs. In 2013, 17 CSAOs responded to the same survey and provided further information on these topics. Results indicated that attitudes towards diversity and technology remained stable be-tween 2011 and 2013. We established that CSAOs have less positive attitudes towards research, evaluation, and assessment than they do towards commu-nication and leadership. Here, we discuss at length the implications of these finding, as well as the potential for research into student affairs. In addition, we examine the continued professionalization of the CSAO field and note that research into CSAOs should be proactive instead of reactive.
Colleges and Institutes Canada’s (CICan’s) 2015 Survey of Institutional Capacity, Facilities and Equipment Needs confirms that colleges and institutes continue to be in great need of infrastructure support.
Since 2008, an intensive national campaign has sought to boost the number of college graduates. Early in his first term, President Obama laid out an ambitious goal, promising that “by 2020, America will once again have the highest proportion of college graduates in the world.” Foundations have offered significant funding for work in this area. New organizations, such as Complete College America, have also emerged. Federal student aid and college preparation programs have been generously funded as well.
One of the important questions to consider in a review of policy for postsecondary education is what kind of system do we need. To provide a reasonably complete answer to that question would require addressing many different dimensions of ostsecondary education including structures, processes, and relationships. In this paper, I will concentrate on two important and closely
related subsidiary questions within the broader question of what kind of system we need. Those subsidiary questions are what is the most appropriate mix of different types of postsecondary institutions, and what should be their relat ionships with one nother?1 As those are pretty large questions, within them my principal focus will be even narrower, on the balance and relationship
between
universities and community colleges.