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Leadership in American Academic Geography

The Twentieth Century
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Michael S. Devivo
Lexington Books
eBook Typ:
Adobe Digital Editions
eBook Format:
2 - DRM Adobe

Chapter 1: IntroductionChapter 2: The Ascent of American Academic Geography
Chapter 3: Transformational Leadership at Chicago: The Post-Salisbury Years
Chapter 4: Paradoxical Leadership at Wisconsin
Chapter 5: Lackluster Leadership at Michigan
Chapter 6: From Tyranny to Transformational Leadership at Minnesota
Chapter 7: The Struggle for Distinction at Ohio State
Chapter 8: The Transformational Leadership of E. Willard Miller and Penn State Geography
Chapter 9: George Cressey and Preston James at Syracuse
Chapter 10: The Transactional Leadership of Wallace Atwood and the Emergence of Geography at Clark
Chapter 11: Duplicity and Deception at Johns Hopkins
Chapter 12: Laissez Faire Leadership at Harvard and Geography's Demise
Chapter 13: G. Donald Hudson's Transformational Leadership at Northwestern
Chapter 14: G. Donald Hudson's Transformational Leadership at Washington
Chapter 15: Iowa's Rise to Prominence
Chapter 16: Transformational Leadership at UCLA
Chapter 17: The Legacy of Carl Sauer: Transformational Leadership at Berkeley
Chapter 18: Leaders in a Paradigm of Eclectic Pluralism
Chapter 19: Simonett and the Santa Barbarians
Chapter 20: The Transformational Leadership Imperative
Chapter 21: Epilogue
Appendix A: Leadership in Academic Departments: A Review
Appendix B: Sources on the History of Geography
Leadership in American Academic Geography: The Twentieth Century examines the practice of leadership in the most influential geography departments in the United States. Throughout the twentieth century, transformational leaders often emerged as inspirational department chairs, shaping the content and nature of the discipline and establishing models of leadership, often fueling the success of programs and sparking shifts in paradigms. Yet, on occasion, departmental chairmanships fell to individuals marked by laissez faire attributes, lapses in integrity, or autocratic behaviors, which at times led to disaster. Effective leaders within key academic departments played imperative roles in the discipline's prosperity, and in contrast, mediocrity in leadership contributed to periods of austerity. Michael S. DeVivo aims to offer not only a historical perspective on the geographic discipline, but also insight to leaders in geography, today and in the future, so that they might be able to avoid failure and instead develop strategies for success by recognizing effective leadership behaviors that foster high levels of achievement.

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