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Can University Leaders Manage the Tensions Between the Practice of Innovation and the Traditions of the University?
Author(s) -
Chadwick Scott A.
Publication year - 2016
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.21456
Subject(s) - politics , public relations , power (physics) , early adopter , sociology , political science , management , business , marketing , economics , law , physics , quantum mechanics
The practice of innovating within a university causes tension because it is not well understood, is perceived as risky, and is seen as a threat to established power, which makes it difficult to know where to house it for maximum effect. The tension can be reduced by focusing on the similarities of innovating and teaching, inviting faculty and staff to serve as early adopters, and having senior administrators be the budgetary and political champions for innovation initiatives.