International Perspectives on Leadership in Higher Education Critical Thinking for Global Challenges International Studies in Higher Education Series

There is an increasing pressure for leading universities to perform well in competitive global and national ranking systems. International Perspectives on Leadership in Higher Education studies the complexity involved in the development and upkeep of good higher education provision. Without taking anything about leadership, management, governance, administration, authority or power for granted, this book draws together international case studies relating to specific instances of leadership to analyse how they relate to critical thinking and global challenges in higher education.

Using a selection of global case studies, this book explores:

• The extent to which critical thinking on global challenges is employed by higher education leaders,
• The potential for an increase in the role of critical thinking in leadership,
• The creative potential for critical leadership thinking to transform institutions and communities,
• The essential attributes of critical thinking, namely cognitive, affective and social dimensions, and
• The possibility for critical thinking to contribute to the global public common good by encouraging enhanced research, teaching and public service excellence.

Responding to the ever-increasing demands of the higher education climate, International Perspectives on Leadership in Higher Education is a vital resource for anyone occupying leadership positions in higher education institutions and any researchers or students looking to explore the landscape of critical thinking.

i-x Front matter: Series Introduction; Preface; Acknowledgements; List of illustrations; List of abbreviations; xi-xvii Contributor biographies; Part One: Global leadership and Critical thinking in Higher Education; Chapter One: Introduction; Chapter Two: Leadership and Critical Thinking: Oxymoron and a Feasible Utopia; Chapter Three: Critical Thinking in Leadership: Leading Change in Complex Contexts; Part Two: International Case Studies on Leadership in Higher Education; Chapter Four: Europe: Spain: The Cooperative University of Mondragon; Chapter Five: UK/England: Collaboration and Collegiality in University Leadership; Chapter Six: The United States: Leadership in US Public Research Universities: Design-Based Strategies and Academic Organisation; Chapter Seven: Colombia: The Evolution of Critical Leadership in Higher Education: A Case-Study of Transformation in the City of Medellin; Chapter Eight: Europe: Estonia: Critical Leadership Thinking in Intrapreneurship Education in Europe: The Case of Estonia; Chapter Nine: Europe: Ukraine: The Crisis of Ukrainian Higher Education Reform: Moving Towards a Trauma Informed Understanding; Chapter Ten: Australia: Global Challenges, Diversity and Feminism in Critical University Leadership; Part Three: Concluding Reflections; Chapter Eleven: Global Leadership Insights on Critical and Creative Thinking: Reflecting on the work of Professor N.J. Adler, McGill University, Canada; Chapter Twelve: Conclusions and Recommendations; REFERENCES; BIBLIOGRAPHY; INDEX

Jill Jameson is Professor of Education and Chair/Director of the Centre for Leadership and Enterprise at the University of Greenwich, UK, and a Visiting Fellow (2018) and current Associate of Lucy Cavendish College and the Cambridge Educational Dialogue Research (CEDiR) Group, Faculty of Education, University of Cambridge, UK.