Strategic Diversity Leadership: Activating Change and Transformation in Higher Education by Damon A. Williams

Author:Damon A. Williams [Williams, Damon A.]
Language: eng
Format: epub
Publisher: Stylus Publishing
Published: 2013-09-30T21:00:00+00:00

Framing the “Institutional Case for Diversity”

Campus leaders serve as social actors that cocreate the drama of organizational life through a complex dialectic of leadership, actions, reactions, and processes. Together over time individuals and groups develop a shared definition of diversity, although this definition is rarely straightforward or static. The key for strategic diversity leaders is to facilitate the process and to help frame diversity as a critical priority, not only for minority students but society as a whole. As numerous works in the change management literature have argued, achieving buy-in is critical if an initiative is to succeed (Kotter, 1996; Quinn, 1996). As such, a better understanding of what Dennis Gioia and Kumar Chittipeddi (1991) refer to as sense-giving will help strategic diversity efforts by focusing on how change activities are framed and disseminated to an organization’s constituents.

In his study of university presidents, Birnbaum (1988) quotes Smircich and Morgan (1982), writing,

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