Academic deans, like all leaders trying to create principled-based positions, are subject to the hubris of power and the often divergent demands of many stakeholders. Dean Clements discusses how a leader’s failures, as well as successes, are all necessary to properly cultivate this role.
"Redemption in the Dean’s Office,"
The Journal of Values-Based Leadership: Vol. 5
, Article 6.
Available at: http://scholar.valpo.edu/jvbl/vol5/iss1/6