Cover

Half-title

Title

Copyright

Dedication

Contents

Figures

Tables

Preface

Acknowledgements

Introduction: Global financial crisis: future challenges for strategic leadership, deans and business schools

Globalisation and the global crisis

Changing models and contingencies

Leadership challenges for deans

1 The business school landscape: trends and dilemmas

1.1 Introduction

1.2 Critical background and history

1.3 Business schools and business education as a social construction process

1.4 The management education environment

1.5 The European landscape in management education

1.6 Differences between European and US business schools

Institutional differences

1.7 Competitive differences

1.8 Social capital differences: reputation effects and brand loyalty

1.9 Summary

1.10 Emerging issues and challenges: rethinking the business school

1.11 A compelling context for business schools and their leadership

2 Business schools as professional organisations (professional service firms)

2.1 Introduction

2.2 The business school as a professional school

2.3 What is a professional service firm?

2.4 The key features and characteristics of PSFs

Individual professionals

Professional competences

Shared power

Intangibility

Standardisation/customisation

Trust

2.5 Linkages between key features and characteristics of PSFs, professionals and clients

2.6 Key processes in professional service firms

Governance

Strategy setting

Staffing

Service delivery

Innovation, and learning and knowledge management

Relations, networking, and trust building

2.7 Organising and managing professional service firms: linkage between key features and key processes

2.8 Leading and managing professional service firms

2.9 What are the main leadership challenges in professional service firms?

3 The leadership process in business schools

3.1 Introduction to the leadership literature

3.2 The institutional leadership process

Setting the direction

Creating the sense of a common purpose, and shared values and beliefs

3.3 The social leadership process

Motivating and mobilising people

Supporting and empowering people

3.4 The structural leadership process

Coordinating the organisation

3.5 Governance and strategic leadership

3.6 Leadership as a process in context

3.7 A contextual approach to strategic leadership processes in business schools

3.8 Strategic leadership processes in business schools: a political approach

3.9 A glance at strategic leadership in practice

4 Strategic leadership in practice: leading the strategic process in three top business schools

4.1 Introduction

4.2 IMD, INSEAD and LBS: contextual commonalities and specificities

4.3 IMD

The merger (1990–2)

IMD’s transition period (1992–3)

IMD’s consolidation and success (1993–2004)

Building IMD’s culture and identity

Shaping IMD’s vision

Building IMD’s culture and identity

Shaping IMD’s vision

Future challenges

4.4 INSEAD

INSEAD’s background

INSEAD’s co-deanships, 1990–5

Antonio Borges’ deanship, 1995–2000

New campus launch

Gabriel Hawawini’s deanship, 2000–4

4.5 LBS

George Bain’s deanship (1990–7): turning LBS into a top international school

Leading change at LBS

John Quelch’s deanship (1998–2001): furthering LBS’s transformation

Laura Tyson’s deanship (2002–4): consolidating LBS as a ‘pre-eminent global business school’

Looking ahead

4.6 Conclusion

5 Strategic leadership in practice: the role of the dean

5.1 A contextual analysis to identify key forces at play

5.2 Why is context so important?

5.3 Using a political approach to explore strategic leadership phenomena

A comprehensive framework for deans’ leadership tasks

5.4 The use of power at work

5.5 The role of the dean in strategic leadership processes

5.6 Leading a business school

5.7 Deans as CEOs

5.8 A road map for deans: four key tasks

Environmental scanning

Issue diagnosis

Issue legitimation

Power mobilisation

6 Learning from the trenches: personal reflections on deanship

6.1 Introduction

6.2 Looking back at the IAE situation:Fernando Fragueiro’s perspectives

Upon closer inspection

A word to the wise

6.3 Looking back at the WBS situation: Howard Thomas’s perspectives

Background on Warwick University

6.4 The parallel evolution of WBS, 1967–2000

6.5 2000–2010, the deanship of Howard Thomas

The 2000–2 period: agenda building and planning

The 2002–6 period: settling on a paradigm

2006–8: new paradigm development for ‘Vision 2015’

2008–10: strategic crossroads

6.6 Final reflections from my deanship experience at WBS

References

Index