Grand City University Leadership Reflection

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Leadership requires broad thinking and this work with Grand City University is helping me expand my thoughts. Buller (2015) wrote extensively about both implementing changes and the necessary consideration for the people involved in those changes. As we went through the second simulation, internal partnerships and mission motivated my decisions. Leaders must address stakeholder concerns if we plan to enter into this or any other form of partnership. University-corporate partnerships have an established history (Ryan & Heim, 1997), which will help us glean insight to make them work for our stakeholders.
Key Learning
Even with those motivating factors, the competing priorities of leadership became clearer this week. As the leader, I am interested in the benefits of university-corporate partnerships, but I also am paying particular attention to the possibility of this partnership because of the state initiative. Funding provided to the corporation (Laureate, 2015) may be of direct benefit to GCU. Even if that assumption is incorrect, Deeter-Schmelz (2015) pointed out the financial benefits of partnership, improving our creditability and image. As a leader in this change, I
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I question whether continuous improvement makes some stakeholders despondent toward more changes or is an innovative culture more like a catalyst? Similarly, many initiatives can be positioned in line with the mission, but it does not seem advantageous for leaders to champion every initiative. I would like to learn more about how leaders choose the best initiatives for their organization. It seems important to understand because of the complexity of institutions. There could be hundreds of opportunities available, but I would think we must have additional discerning ways to hone our efforts further when multiple opportunities are in line with institutional
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