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ERIC Number: EJ1151621
Record Type: Journal
Publication Date: 2017
Pages: 16
Abstractor: As Provided
ISSN: ISSN-1360-080X
New Higher Education President Integration: Change and Resistance Viewed through Social Power Bases and a Change Model Lens
Gearin, Christopher A.
Journal of Higher Education Policy and Management, v39 n5 p559-574 2017
This study investigates how new presidents of higher education institutions struggle to understand their organisations, paying special attention to campus resistance, and how new presidents manage institutional dynamics and expectations. A qualitative study using a phenomenological approach is conducted with 11 single-campus presidents of four-year institutions, all of whom had been in post for less than four years. Lewin's change model, along with French and Raven's bases of power model, provides the conceptual framework for the study. Participant responses are categorised into four themes: disequilibrium, change/transition, resistance and change readiness. The results show that institutional discord was common and all presidents struggled to navigate the change process. All presidents found their position to be more challenging than expected. Presidents who utilised good data presentation and communication alongside transparent leadership often earned referential or expert power; these presidents were better prepared to influence change efforts and reduce resistance to change initiatives.
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Publication Type: Journal Articles; Reports - Research; Tests/Questionnaires
Education Level: Higher Education
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A
Grant or Contract Numbers: N/A