Mid-Level Leadership & Organizational Change in Higher Education

Higher education is comprised of complex systems. When examining higher education through an organizational lens, it’s helpful to look at the entire system, internally and externally, rather than focus on specific divisions, departments or individual functions. Effective organizational analysis emphasizes conceptual models, and looks at ways we can apply these models to real institutional contexts and problems. Understanding and employing these conceptual frames can be key to helping campus leaders promote true organizational change. This is particularly true for mid-level leadership, which often must find unique ways to navigate organizational bureaucracies in their efforts to affect change. This course introduces mid-level campus leaders to integral concepts of organizational change, and demonstrates how they can directly apply these concepts to issues facing higher education institutions.


Chris Broadhurst

Chris Broadhurst is an Assistant Professor of Higher Education and holds a Ph.D. in Educational Research and Policy Analysis from North Carolina State University. He joined the University of New Orleans in 2013 and brings nearly 20 years of teaching experience at a variety of institutional types, including an early college, a community college, a 4-year liberal arts college, and 3 different research universities. His teaching expertise focuses on organizational structures, cultures, and change in higher education. His research utilizes historical, quantitative, and qualitative methods to examine the impact of campus activism on organizational change. His most recent research has examined how administrators and staff engage in grassroots activism to foster inclusive campuses for students from marginalized groups. He regularly presents at national conferences and, besides his multiple research studies published in academic journals, he has also edited a monograph titled Radical academia?: Understanding the climates for campus activists.