- I want leadership that understands and respects that decentralized institutional structures are in many ways extremely efficient, highly functional.
- I want to led by people who believe that you should move from individual self-sufficiency to collaborations at all institutional scales via consultative, democratic processes.
- The #1 thing I need as an effective follower to function as a citizen of the institution is information. I need to know a lot about what goes on in my own institution, about why we’re enacting X policy and making Y change to our organization.
- I need to know that my leaders are plugged into the habitus of their institutions.
- I want leaders who very profoundly believe in the professional and social values that I want to uphold as a follower, or if they don’t, are coherent and legible in their dissent and are prepared to have a genuine discussion (full of forking paths and possibilities) of why they don’t share my values or the wider values of my colleagues or community.
- I want some sense of anticipation of future challenges and problems and some ability to call me and my colleagues (both faculty and staff) to the table to grapple with the future in ways that none of us can do by ourselves.
At Inside Higher Ed, Matt "Dean Dad" Reed responds to the essay in a way that reflects his development as a scholar.
Burke’s piece, occasioned by flirting with the idea of applying for a provostship, addresses the nature of leadership in an aggressively decentralized organization. He notes, correctly, that many institutional leaders regard decentralized decision-making structures as obstructionist or unwieldy, and that they often make the mistake of believing that the wisdom of a select few will routinely be better than the wisdom of many. As he puts it, “[a] decentralized institution is one where many people have their eyes on potential mistakes, simultaneously and independently of one another. The trick is to make sure that information flows between these compartments freely and that leadership doesn’t frivolously override or ignore decentralized practices and insights.”Recall that he and I first tangled, years ago, over administrators being put off by faculty shunning meetings during summer. Perhaps that's me being obstructionist still, but whatever. Now, if people in higher education more generally would contemplate the deeper implications in that "mistake of believing that the wisdom of a select few" passage. Too often, the academy is instinctively favorably disposed to Governance by Wise Experts. But I digress.



