Transformational Leadership: Operating in an Abundant State of Mind by Capitalizing on Tangible and Intangible Resources
Academic Leadership - Online Journal,
Vol. 9 No. 1 (2008): Vol-9-Issue-1-January-2008
We have come into a time where there is of scarcity of resources, where colleges and universities are
being pulled in different directions by many of its constituents, and state politicians are jockeying for
which policies that they want to implement with limited or no resources to support them, which makes
the support for higher education even more scant. If there was not a more urgent time to have a
different mindset to transform a college or university this decade, then there likely will not be one.
Knowing the obstacles in which higher education institutions need to overcome, the leadership of a
college or university needs to be transformational in how it operates, thinks, and maneuvers.
The state of Texas, similar to other states, received news that there was going to be a budget shortfall
of 5% the fiscal year (2009) and an additional 5% the following fiscal year (2010). The total amount for
the state budget was going from an $11 billion surplus to an $18 billion shortfall between 2009 and
2010 (Talbert, 2010). State institutions were informed to give back previous awarded funding and
reduce their budgets for the following fiscal year. There are no easy fixes for problems such as this.
The typical approach to budget reductions is to increase tuition rates, reduce staff, and place stringent
holds on college’s resources. Continuing with this type of philosophy does not capitalize on the
colleges and universities assets; more so, it does the opposite and limits the college’s position in the
marketplace. The success and sustainability of higher education institutions calls for new plan of action
to operate under the guidance that there is abundance of resources that needs to be drawn upon to
maximize the college’s potential.
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