Transformative Leadership

Authors

Maureen Garvin, Savannah College of Art and Design
Chuck Marsh, Florida School of the Arts, Palatka, Florida
Clint Samples, University of West Georgia
Mark Schatz, Kent State University - Kent Campus
Kim Sloane, Pratt Institute, Brooklyn, New York
Lynn Sondag, Department of Art, Art History and Design, Dominican University of California, Dominican University of CaliforniaFollow
Mary Stewart, Florida State University, Talahassee
Adam Trowbridge, School of the Art Institute of Chicago
Jessica Westbrook, School of the Art Institute of Chicago

Document Type

Article

Source

FutureForward

Volume

2

Issue

1

First Page

34

Last Page

41

Publication Date

3-2012

Department

Art, Art History and Design

Abstract

In times of change, leaders must find organic methods of engaging, inspiring, and connecting to the fundamental motivators for continued growth. Major challenges facing leaders today are not technical but transformational, based more on modifying situations than fixing them. From adjuncts to deans, participants in our group discussed various strategies and supportive methodologies for developing transformative leadership. We concluded that transformation must involve a shift of attention from goals and outcomes to means and processes. Reverence for each moment that supports the pedagogical mission is needed when the demands are great and the resources are small.

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.