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Published for the fiftieth anniversary of the EFMD, this volume includes contributions from top business school leaders.
The European Foundation for Management Development (EFMD) is the largest international accreditation body for business schools, with more than 950 members across 92 countries, including the world's highest-ranked schools. A not-for-profit, mission-led institution, the EFMD plays a central role in shaping a global approach to management education, emphasizing the development of socially responsible leaders. As part of EFMD's fiftieth anniversary celebrations, its President, Professor Eric Cornuel, has edited this volume, featuring contributions from leaders in management education, including the presidents and deans of the top business schools from across the world. Each contribution will address the challenges and dilemmas facing business schools today, with respect to four key themes: the 'higher purpose' of business schools; the social impact of business schools; the internationalization of business schools; and crisis management within business schools, with a special focus on the impact of COVID-19. This volume is also available via Open Access.
It all began when the world’s first business school, the European School of Commerce Paris (ESCP), was established in 1819. Criticism notwithstanding, business schools have since continued their path in higher education without facing existential metamorphoses. Covid-19, however, has accelerated business schools’ digital transformation, calling into question the concept of business school itself. Business schools are in a new competitive landscape and profound structural changes seem inevitable. This concise text offers insights into how business schools should rethink their approach to management education, differentiate themselves from new players in the higher education market, and find innovative ways of doing things. The book is a survival toolkit for leadership teams across the world. It examines the rationale of business school and how it has evolved. The purpose of research is explained, and the teaching of management is explored. Kaplan analyzes the current business model in the digital environment. He looks at the business of accreditations and rankings and branding and community-building as strategies to address competition. The book concludes by looking at change leadership at business schools. It will interest both leaders of established academic institutions and alternative educational providers from edtech and big tech planning to enter the management education market.
This second book in the EFMD Management Education series explores business schools’ increasing focus on, and search for, meaningful societal and economic research impact. This involves, in particular, co-operation and collaboration in both knowledge creation and implementation of the findings of academic research in practice. Business schools have a critical role to play in ‘rewiring’ our missions for research relevance, impact and reach, and in recognising needs and addressing real issues of society and economy. With cases from a range of international business schools, the book doesn’t simply highlight the need for the dominant research model in business schools to evolve, but illustrates how this can happen in practice. In so doing, it opens the discussion on how the business school can contribute in very real ways to solving global and complex challenges such as climate change, rising inequalities, international isolationism, eroding democratic systems, and the spread of fake news. These are goals that the EFMD has championed since its inception, and this book will be of value and interest to policy makers and business leaders seeking insight into how management education will be shaped to support business and wider society, as well as those working in business schools and higher education leaders.
Business schools are critical players in higher education, educating current and future leaders to make a difference in the world. Yet we know surprisingly little about the leaders of business schools. Leading a Business School demystifies this complex and dynamic role, offering international insights into deans’ dilemmas in different contexts and situations. It highlights the importance of deans creating challenging and supportive learning cultures to enhance business and management education, organizations and society more broadly. Written by renowned experts on the role of the dean, Julie Davies, Howard Thomas, Eric Cornuel and Rolf D. Cremer, the book traces the historical evolution of the business school deanship, the current challenges and future sources of disruption. The leadership characteristics and styles of business school deans are presented based on an examination of different dimensions of their roles. These include issues of strategic positioning, such as financial viability, prestige, size, mission, age, location and programme portfolios, as well as the influences of rankings, sector accreditations, governance structures, networks and national policies on strategy implementation. Drawing on international case studies and deans’ development programmes globally, the authors explore constraints on deans’ autonomy, university and external relations, and how business school deans add value over the period of their tenures. This candid and well-researched book is essential reading for aspiring business school leaders, those hiring and working with deans, and other higher education leaders. The Open Access version of this book, available at http://www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license. Funded by EFMD Global.
This book focuses on the need for school and organizational leaders to be able to lead others through a crisis, such as school and community shootings and unrest; pandemic issues; and weather-related emergencies.
This book will assist aspiring and practicing school leaders with strategies to navigate transitions, balance relationships, and manage their time more effectively. All three components are necessary to manage stress and avoid burnout in today’s fast-paced and always-on world of school leadership. While prep programs teach several important facets for the job, nothing quite prepares school leaders for the job’s stress, time expectations, and public face. This book can help all school leaders in these areas!
The text presents a systematic, behavioral model that underlies crisis management, showing which personality functions are required for managing and preparing for major crises. The book discusses the extreme importance of Emotional IQ in handling, responding, and preparing for any crisis. Crisis Leadership presents the findings from new national surveys and new concrete, easy-to-understand models for implementing programs of proactive leadership. The combination of models-including a comprehensive look at what happens before, during, and after a crisis-creates a truly integrated and systematic approach.
Das Leipziger Führungsmodell dient als Kompass in Zeiten permanenten Wandels, wie wir sie gegenwärtig durch die Globalisierung, die Digitalisierung und die ökologische Bewegung erfahren. Indem es auf die grundlegenden Dimensionen guter Führung verweist und ihren Wertbeitrag nicht nur für den Einzelnen und die Organisation, sondern auch für das große Ganze in den Blick nimmt, hilft es dabei, die enorme Fülle neuer Herausforderungen wie aber auch die Chancen und Potenziale guter Führung besser zu verstehen und unternehmerisch verantwortungsvoll zu nutzen. Das ganzheitlich ausgerichtete Modell ist entwicklungsorientiert und bietet anhand von vier zentralen Perspektiven nachhaltige Orientierung für Führungskräfte in den unterschiedlichsten Bereichen. The Leipzig Leadership Model serves as a compass in times of constant change, such as the one we are currently experiencing, which is driven by globalization, digitalization and new ecological issues. By emphasizing the fundamental dimensions of good leadership in terms of their contribution to the greater good, the model provides a better understanding of the myriad of new challenges, opportunities and potential of good leadership. Furthermore it aims to elucidate how to utilize them in an entrepreneurially responsible manner. The holistic model is geared towards development and offers sustainable orientation for executives in various fields based on four key perspectives.
