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The purpose of this bibliography is to provide academic administrators, and those studying higher education administration, a targeted collection of recommended resources that inform the practice of academic management.

Reading lists from two advanced educational programs were consulted: Indiana State University’s faculty training program, Leadership-ISU, sponsored by the Office of the President, and the Indiana State University doctoral program in higher education administration, taught by the Bayh College of Education. Criteria for selection were based on canonicity, comprehensiveness and the inclusion of useful bibliographies and practical appendices.

Broad scholarship on management, traditionally focused on for-profit institutions, can sometimes be applied to academia. But management research specific to that of the higher education environment more fully addresses the corresponding information needs of the academic administrator.

A limitation of this bibliography is its scope. Due to the rich environment of research on academic management, any abridgement of this literature will result in the omission of many worthy titles. Just seven English language, print-based publications are selected as representative of the pool. Although many of the concepts found in these resources can be generalized to all of academia, authors’ perspectives mainly concern higher education environments in North America.

The literature on academic management is rich and varied. This bibliography pulls together representative and canonical works providing a focused, one-shelf collection of critical resources for busy practitioners and novice researchers.

In many companies, executives function as either the analyst or the caregiver. The authors believe there are two more appropriate leadership roles – wizard and warrior.

The authors conclude that the responsibilities of the analyst and the caregiver could often successfully be delegated to managers below C‐level.

Too many managers are repelled or intimidated by either the warrior or wizard role. Managers who are comfortable in the roles of caregivers and or analysts tend to shy away from the possibilities and powers embodied in the wizard and warrior role.

In fact, great leaders need to be able to assume both mantels – wizard and warrior – and switch between roles as situations demand. It is a skill that managers can learn through persistence and practice.

By understanding these archetypal roles, leaders can embrace their own potential for both courage and imagination, and develop their capacity to face competitors and to find competitive advantage in possibilities that others have not yet seen.

The ability to tell stories can be an important leadership attribute and skill to master in order to be a successful leader (Baldoni, 2003; Denning, 2004; Kouzes & Posner, 2012). Storytelling is a central component of effective communication for leaders and a skill to master for future leadership success. This paper supports active learning, group discussion and reflective practice as a way to teach storytelling as a leadership skill. Leadership educators need to help students understand how to develop stories, identity situations in which to tell stories, and also practice the art of leadership storytelling. This idea brief presents multiple pedagogical methods to teach storytelling as a leadership practice to college students in leadership programs.

The purpose of this study is to evaluate the effects of nursing students' personality traits and leadership orientations on their career adaptability.

A total of 322 nursing students were enrolled in this cross-sectional study. The methods used to collect data included the semi-structured data collection form, five factors personality scale, leadership orientation scale and career adaptation-abilities scale.

The regression model created to determine the effects of personality traits and leadership orientations on the students’ career adaptability proved to be highly insightful. The students' leadership orientations have a statistically significant effect on their career adaptability score, with an explanatory coefficient of 43.1% and personality traits accounted for 18% of the career adaptability.

The results of this study indicated that leadership orientations and personality traits of the students exerted effects on the career adaptability of nursing students. Developing the leadership orientations of nursing students and being aware of their personality traits will contribute positively to the development of their career adaptability and strengthen the health system.

Development of legitimate teaching cases demands cases be factual, that is that they use “real people, real companies, real situations,” and, usually, present time. Rarely, do cases deal with historical happenings in which lives, as well as fortunes, could be lost to achieve desired ends. History provides rich material on which to build teaching cases with the added advantage of acquainting students with the past and the influence the past has in shaping the future. Answers to the question of “Why use historical teaching cases” are related to the more general question of “Why study history.” Both questions are addressed.

Jerry feels good as he leaves his office for the day. He takes pride in being CEO of a Healthcare System that provides much-needed services to the urban poor often in difficult circumstances. He reflects that his career has been an interesting journey. He had started as an accountant with Price Waterhouse, but found the work and time pressures very heavy. Wanting to spend more time with his family, he moved to the a health care system and rose to Controller. There had been a period while Controller when he wondered whether he had made an error in making the change, given the financial turbulence his health care system experienced with the transition to managed care. He experienced no less stress than at Price Waterhouse as he assisted his new employer to manage a turnaround to eliminate waste and reposition the system within a solid financial model. But he emerged from the turnaround with a new sense of direction and drive. Subsequently, seven years ago Healthhelp chose him as its Chief Financial Officer and he’s been CEO for almost three years. Today he’s excited about the new marketing plan he just reviewed which promises to give Healthhelp a bigger share of the home care market.