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This book addresses the key leadership concepts and change strategies that face contemporary educators and trainers. Globally, education is changing in response to a more demand-driven market and increasing expectations of greater accessibility, flexibility, quality, relevance and efficiency. In addition, new information and communications technologies are transforming the delivery and content of education and training. This environment requires transformational leadership, both at the organisational and the operational level, to change work cultures and to create systems that are responsive and sustainable. The contributions in this book bring together the experience of 18 educational leaders and innovators from around the world. The following issues are critically examined: global developments and trends in open and flexible education and training; the changes, challenges and choices confronting all educators and trainers; the development of an entrepreneurial culture; and the processes of organisational change and of successful leadership. The chapters are: Open and flexible learning: an environmental scan / Colin Latchem and Donald E. Hanna (p. 1-14); Changes, challenges and choices / Colin Latchem and Donald E. Hanna (p. 15-26); Developing an entrepreneurial culture / Colin Latchem and Donald E. Hanna (p. 27-40); Processes of organizational change / Colin Latchem and Donald E. Hanna (p. 41-52); Leadership in open and flexible learning / Colin Latchem and Donald E. Hanna (p. 53-62); The University of South Australia: providing leadership in flexible learning / Denise Bradley (p. 63-71); The University of the South Pacific: leading change in a multinational, multimodal university / Rajesh Chandra (p. 73-81); Alverno College: transforming the institution to an ability-based curriculum and flexible learning / Joel Read (p. 83-91); Leading and managing innovation in UK university contexts / Roger Lewis (p. 93-100); The University of Twente: leading and managing change via a Web-based course-management system / Betty Collis (p. 101-109); Washington State University: a US rural land-grant university responds to its changing environment / Muriel Oaks (p. 111-119); Western Governors University: a competency-based virtual university / Robert C. Albrecht (p. 121-129); The American Distance Education Consortium: from rural provision to virtual organization / Janet Poley (p. 131-138); The UK Open University: managing success and leading change in a mega-university / John Daniel (p. 139-146); Indira Gandhi National Open University and the Distance Education Council: institution and system building in India / Abdul Khan (p. 147-156); Athabasca University: change management in a non-traditional university setting / Dominique Abrioux (p. 157-165); University of Wisconsin-Extension: exercising leadership in complex organizations / Donald E. Hanna (p. 167-175); Partnerships for change / Dato' Gajaraj Dhanarajan (p. 177-185); Leading change in the expanded K-12 classroom / Brian Talbott (p. 187-195); Leadership in institution building: the National Open School of India / Marmar Mukhopadhyay (p. 197-205); Treading a fine line: consultancy in open and distance learning / Bernadette Robinson (p. 207-215); The International Extension College: leadership beyond the mainstream / Barbara Spronk (p. 217-224); Jones International University: converging marketplace entrepreneurship and education / Glenn R. Jones (p. 225-233); Lessons for the future / Colin Latchem and Donald E. Hanna (p. 235-240). Show less