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h careful communication processes and strategies. Hence, the research question set out for this article is: How are academic leaders at the institutional level balancing continuity and change in their communication during organizational transformation processes? Empirically, we investigate this question by analysing ho... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.904 | 0.826 | ["communication", "leadership", "crisis", "philosophy"] | 481 | Communication | topic | 2026-03-18T22:41:59.176319 | [
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to orchestrate and direct organizational actions. Organizational complexity and leadership communication – characteristics and challenges How organizational complexity potentially affects communication strategies and practices Blaschke, Frost, and Hattke ( Citation 2014 ) argue that leadership, governance, and manageme... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.685 | 0.8 | ["leadership", "communication", "management", "crisis"] | 424 | Communication | topic | 2026-03-18T22:41:59.176368 | [
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g, critical reflection, devising, and debriefing. They also note that university core activities, teaching, and research, despite their strategic importance, remain largely autonomous and unaffected by increased managerial regulation. This is an observation that seems to be quite robust over time (Henkel Citation 2002 ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.399 | 0.84 | ["management", "strategy", "innovation", "agents", "social_justice"] | 496 | Communication | topic | 2026-03-18T22:41:59.176400 | [
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h activities in significant ways (Bleiklie et al. Citation 2011 ; Bleiklie, Enders, and Lepori Citation 2017 ). Bleiklie, Enders, and Lepori ( Citation 2015 ) further argue that although institutions have developed more centralized and stronger internal hierarchies, they are also penetrated to varying extent by externa... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.844 | ["networking", "career"] | 512 | Communication | topic | 2026-03-18T22:41:59.176430 | [
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s, Langley, and Sergi Citation 2012 ; Edlund and Sahlin Citation 2021 ). This represents a potential communication challenge for the institutional leadership. First, as the academic leadership at the institutional level has increased in size, adding more pro-rectors, vice-rectors, etc. with particular (external) respon... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.691 | 0.824 | ["leadership", "communication", "crisis", "management"] | 456 | Communication | topic | 2026-03-18T22:41:59.176459 | [
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in the leadership team may become more difficult. Second, while it may be expected that the whole academic leadership team signals that the organization is behaving ‘strategically’ and communicate a clear direction of development, such content may also potentially undermine the credibility of the leadership in case the... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.384 | 0.826 | ["leadership", "management", "communication", "strategy", "crisis"] | 421 | Communication | topic | 2026-03-18T22:41:59.176491 | [
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en or perceived as less successful than expected. Hence, there is a communication dilemma between highlighting the potential of the new and more streamlined ‘organized actorhood’, while also considering that a newly merged organization may face new complexities with respect to decision-making, administrative roles, tas... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.685 | 0.818 | ["communication", "strategy", "decision_making"] | 423 | Communication | topic | 2026-03-18T22:41:59.176523 | [
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rdination (Maassen and Stensaker Citation 2019 ). The strengthening of communication departments in many universities around the world can be seen as a way for institutions to respond to the need for stronger internal organizational coordination (Elken, Stensaker, and Dedze Citation 2018 ). Of course, a more pragmatic ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.848 | ["communication", "leadership", "strategy", "education"] | 512 | Communication | topic | 2026-03-18T22:41:59.176552 | [
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ation that may occur during an organizational merger when the ambitions of developing a more functional organization face the complexity of the merger process (Curaj et al. Citation 2015 ; Pinheiro, Geschwind, and Aarrevaara Citation 2015 ). De Keyser, Guiette, and Vandenbempt ( Citation 2019 ) have demonstrated how th... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.858 | ["leadership", "management"] | 512 | Communication | topic | 2026-03-18T22:41:59.176583 | [
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rzabkowski Citation 2021 ; Smith Citation 2014 ). Accepting paradox and complexity in internal organizational communication might also have consequences for the modes of communication as it cannot be taken for granted that communication emanating from the apex of hierarchical organizational structures necessarily reach... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.699 | 0.844 | ["communication", "leadership", "education"] | 496 | Communication | topic | 2026-03-18T22:41:59.176612 | [
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aps should be seen through the metaphor of a web. In this perspective, leadership is not least about networking, and the on-going interaction with both students and staff which might point to the need for more adaptive and dynamic communication modes. For Kezar, leadership is essentially about mobilizing the human reso... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.854 | ["leadership", "networking", "communication"] | 512 | Communication | topic | 2026-03-18T22:41:59.176642 | [
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multiple expectations and requirements – and reflecting these when they communicate internally (Greenwood et al. Citation 2011 ; Kraatz and Block Citation 2008 ). The challenge is, of course, that ambitions of strategic communication may be difficult to implement in practice when you have both multiple ‘senders’ (large... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.686 | 0.82 | ["leadership", "communication", "crisis", "strategy", "management"] | 428 | Communication | topic | 2026-03-18T22:41:59.176677 | [
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s, staff, students, external stakeholders, etc.). Leadership communication – key concepts Based on the previous discussion a key assumption guiding our theoretical analysis is that academic leadership is an embedded activity. Academic leaders are bounded by the cultures, structures, and legacies of the universities and... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.912 | 0.83 | ["leadership", "communication"] | 452 | Communication | topic | 2026-03-18T22:41:59.176706 | [
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cfarlane, Bolden, and Watermeyer Citation 2024 ). While institutional leaders do control important organizational and financial resources, their control is still limited, and much of their power and influence are found in their ability to make sense of the environment they are part of, and how they are able to communic... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.854 | ["leadership", "communication", "crisis", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.176735 | [
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they find themselves (Weick Citation 1995 , 61). Yet, sense is not something that may be extracted from external events only. It is strongly influenced by history and identity, shaping actors’ values and priorities – and thereby preferences to determine what matters (Weick Citation 1995 , 28). Sense-making is a process... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.858 | ["ethics", "war_conflict"] | 510 | Communication | topic | 2026-03-18T22:41:59.176765 | [
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organizational resources (Teece Citation 2018 ). Hence the ‘work’ of the institutional leadership is not just about making sense of the environment, the situation facing the organization, and the many inconsistencies organizational change may bring to the fore. It is also about identifying opportunities to act and impl... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.854 | ["leadership"] | 511 | Communication | topic | 2026-03-18T22:41:59.176835 | [
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terature on dynamic capabilities underlining the need to go beyond existing solutions, traditions and ‘ways of doing things’ in the focal university or college, and to identify new configurations of structures, human resources, environmental ties, and other organizational resources (Teece Citation 2018 , 101). Academic... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.696 | ["leadership", "education"] | 512 | Communication | topic | 2026-03-18T22:41:59.176867 | [
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direction and deliver results compatible with prevailing perceptions in academic settings. Here, leaders become reformists that drive organizational transformation (Macfarlane, Bolden, and Watermeyer Citation 2024 ). The question is how this is done in practice during the communicative processes. While sense-making in ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.844 | ["war_conflict", "philosophy", "leadership", "innovation", "social_justice"] | 512 | Communication | topic | 2026-03-18T22:41:59.176896 | [
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not easily resolved (De Keyser, Guiette, and Vandenbempt Citation 2019 ). Sense-making takes place in a context of an imagined future, whilst the future always depends on where we are coming from. Thus, leadership communication needs to balance the sense made of history, culture, and internal organizational features ag... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.854 | ["leadership", "communication", "philosophy"] | 499 | Communication | topic | 2026-03-18T22:41:59.176926 | [
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seized and transform this into action and change. In this paper, we are particularly interested in how this is managed by the academic leadership during organizational transformation. Empirical setting, data, and method To explore these expectations more in depth, we employ data from six cases of higher education merge... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.85 | ["leadership", "education", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.176955 | [
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d considerable tensions within the organizations in question. Footnote 1 The six large and encompassing merger processes brought about substantive changes in the Norwegian higher education landscape – where the number of universities increased from 8 to 10, while reducing the number of state colleges from 12 to 6, duri... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.856 | ["education", "innovation", "social_justice", "philosophy"] | 504 | Communication | topic | 2026-03-18T22:41:59.176985 | [
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tructuring the Norwegian higher education system. The main ambition of the merger reform was to improve the quality, relevance, and performance of the involved institutions. The six cases included mergers between existing universities and colleges, and between colleges aiming to attain university status. Some of the me... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.85 | ["education", "philosophy", "innovation", "social_justice"] | 512 | Communication | topic | 2026-03-18T22:41:59.177021 | [
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titutional level are key informants in our study. The interviews include rectors, pro-rectors, and vice-rectors. The interviews were conducted during the fall and winter 2020/2021 overlapping with the Covid-19 pandemic. This affected both the ways interviews were conducted, and the communication processes in which the ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.91 | 0.832 | ["interview", "leadership", "communication", "education", "philosophy"] | 458 | Communication | topic | 2026-03-18T22:41:59.177051 | [
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research group gathering the interview material. Themes recorded include the organization of the change process, the balance between efficiency and involvement, centralization vs decentralization, vertical steering, leading from a distance, formal vs informal structure/culture, and internal collaboration. The paper bui... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.317 | 0.812 | ["interview", "philosophy", "leadership", "communication", "economy"] | 434 | Communication | topic | 2026-03-18T22:41:59.177081 | [
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m part of a large qualitative interview database. The project team conducted in total 122 interviews (169 persons) from September 2020 to March 2021. Representatives from the six case institutions were interviewed, including the leadership (rectors, vice-rectors, pro-rectors, organization directors, leader of staff and... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.395 | 0.832 | ["leadership", "interview", "education", "management"] | 473 | Communication | topic | 2026-03-18T22:41:59.177110 | [
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rs of these research groups and study programmes. The leadership interviews in total make up 57 of the interviews. For this paper, the 26 interviews with academic institutional top leaders were analysed. All 122 interviews were led by experienced qualitative researchers, including 2–3 persons present during each interv... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.39 | 0.836 | ["interview", "leadership", "education"] | 448 | Communication | topic | 2026-03-18T22:41:59.177139 | [
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– and student assistants and organized in Nvivo. In this paper, we draw upon data focusing on how the academic leadership communicated during the organizational transformation process, and how the communication processes were perceived by key staff in the six institutions studied. The design is comparative in the sense... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.846 | ["leadership", "communication", "philosophy"] | 511 | Communication | topic | 2026-03-18T22:41:59.177171 | [
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ganizational transformation, how this communication is characterized by sense-making and seizing, despite particular differences across the cases. The data analysis builds on thematic analyses of qualitative interviews. When doing the interviews, the focus was on gathering concrete stories, reflections, and examples re... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.993 | 0.828 | ["interview", "leadership", "communication", "philosophy"] | 465 | Communication | topic | 2026-03-18T22:41:59.177200 | [
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about sense-making and seizing concepts as such. The reflections on these concepts emerge from the themes and interpretations developed by the researchers. The full interview transcripts from the 26 interviews were read in depth and coded. The reading of the interview transcripts focused on the two concepts of (1) sens... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.296 | 0.852 | ["leadership", "interview", "education"] | 510 | Communication | topic | 2026-03-18T22:41:59.177229 | [
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ctors, and vice-rectors) at the six institutions. Great care was taken to conceal the identity of the informants, and additional information regarding these have not been introduced to the paper. When analysing the interview material, quotes from the interviews were translated into English, shortened, condensed, and an... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.846 | ["interview", "leadership", "philosophy", "communication", "education"] | 512 | Communication | topic | 2026-03-18T22:41:59.177259 | [
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also affected the merging institutions we studied, creating new limitations as well as speeding up new opportunities for communication and interaction. In essence, physical meetings became more difficult, and more communication and interaction took place on digital platforms and social media. While some of the institut... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.848 | ["communication", "philosophy", "crisis"] | 512 | Communication | topic | 2026-03-18T22:41:59.177288 | [
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ther reinforced the position of digital communication platforms and became the key mode of communication during the period studied. Hence, we start our empirical analysis with interview extracts focusing on the implications of digital communication. As most of our interviewees emphasized, digital communication dramatic... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.914 | 0.818 | ["communication", "interview", "philosophy", "leadership"] | 443 | Communication | topic | 2026-03-18T22:41:59.177324 | [
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ages with electronic platforms for communication. This is an advantage of multi-campus institutions which I do not think single campus universities are exploiting. These platforms help us to get the message across. I notice that people start repeating what have been said in digital meetings, and that some concepts beco... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.689 | 0.838 | ["leadership", "philosophy", "communication"] | 447 | Communication | topic | 2026-03-18T22:41:59.177353 | [
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l leadership, but we have still limited capacity. Thanks to the communication platforms we were able to be ‘everywhere’ in our organization, also on the different campuses. The increased outreach by the institutional leadership seemed to have taken place not just regarding the number of communication events in which le... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.685 | 0.83 | ["leadership", "communication", "philosophy"] | 424 | Communication | topic | 2026-03-18T22:41:59.177382 | [
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people they can address within the organization. However, the changes in communication modes did not just affect the quantifiable dimensions of communication, but also qualitative aspects. As digital meetings were organized in settings were staff worked from home or worked in various hybrid modes, the context of the me... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.85 | ["communication", "philosophy", "family"] | 499 | Communication | topic | 2026-03-18T22:41:59.177410 | [
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present, these meetings still feel very informal. It is also an opportunity to skip hierarchy as academic staff have a chance to talk directly to the rector without going through their department head or dean. Not only did meetings become more informal. The informal setting also seems to have impacted the power distanc... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.862 | ["philosophy", "leadership"] | 512 | Communication | topic | 2026-03-18T22:41:59.177438 | [
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ortable to raise their hands and speak during these events still had opportunities to provide input for the discussions. Hence, the design of the digital platforms seems to be important: We used to communicate through Skype, but when Covid-19 hit us, we started to use Teams and Zoom. The visual design of these communic... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.694 | 0.858 | ["communication", "philosophy", "management"] | 471 | Communication | topic | 2026-03-18T22:41:59.177468 | [
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the pictures changes according to who is talking. I think a lot of people have felt more included in on-going processes. Both sense-making and seizing processes were impacted by digital modes of communication. According to the interviewees, the inclusiveness of the communication mode created processes where not just le... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.688 | 0.824 | ["communication", "leadership", "interview"] | 438 | Communication | topic | 2026-03-18T22:41:59.177496 | [
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t in on-going sense-making and seizing processes. As such, new technology provided institutional leaders with more outreach capacity, but also with somewhat less control over the dialogue and the discussions taking place. However, it is also important to emphasize that while many of the interviewees felt that digital c... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.848 | ["communication", "leadership", "interview"] | 512 | Communication | topic | 2026-03-18T22:41:59.177526 | [
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ess: It is a lot about communication, meeting places and information flow. That is really what I think we lack a little. Restrictions on sense-making and seizing processes in leadership communication Given these changed conditions of communication and interaction during the organizational change processes, and especial... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.694 | 0.834 | ["leadership", "communication", "philosophy"] | 470 | Communication | topic | 2026-03-18T22:41:59.177555 | [
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nd seizing attempts by the institutional leaders? From our interviews, it is clearly indicated that institutional leaders felt somewhat constrained by previous processes ahead of the formal initiation of the mergers. Three of the new institutions emerging from the processes had been involved in negotiations for years p... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.856 | ["philosophy", "leadership", "negotiation", "interview"] | 512 | Communication | topic | 2026-03-18T22:41:59.177587 | [
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a (joint) platform which has been an obstacle to further development because the three parties should be treated as equal partners, and at the same time they should become one university. (This platform …) still drives the organization. Then we took a pro-active step by writing a common strategy that was adopted, and i... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.31 | 0.856 | ["philosophy", "strategy", "education"] | 459 | Communication | topic | 2026-03-18T22:41:59.177620 | [
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nt to many of the stakeholders than the strategy. This quote illustrates how previous sense-making (the merger platform) sometimes worked as a barrier blocking the opportunity for seizing (the new strategy), as the joint platform retained its legitimacy and affected the whole merger process. The administrative formalit... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.848 | ["philosophy", "strategy"] | 512 | Communication | topic | 2026-03-18T22:41:59.177648 | [
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how much change that was tolerated by the staff. Thus, institutional leaders occasionally restricted their own seizing activities as they knew they might be perceived as illegitimate by the staff. The following quote illustrates this: It has been a goal to keep the decentralized structure, and the number of campuses ha... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.872 | ["leadership", "resume", "education"] | 511 | Communication | topic | 2026-03-18T22:41:59.177676 | [
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e (number of student) applications for study (programs) and study offers and the opportunities to get qualified employees which is the starting point for whether a campus can continue to exist or not. (Still), If the question is whether there has been a deliberate (process of) centralization … the force of gravity, it ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.308 | 0.85 | ["education", "leadership", "resume"] | 464 | Communication | topic | 2026-03-18T22:41:59.177703 | [
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frantic seizing processes of campus development. In practice, developments at the focal campuses required more sense-making with a focus on calming and soothing those who felt on the losing end of the organizational change process. Several of the interviewees stated that merger dynamics were difficult to predict, while... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.4 | 0.854 | ["leadership", "crisis", "interview"] | 510 | Communication | topic | 2026-03-18T22:41:59.177733 | [
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observation from the interviews is the following. The new organizational structures developed after the merger, were not met with enthusiasm across the institutions. Typically, academic staff perceived the new organizational structures as more bureaucratic and cumbersome than those of the past: I think probably many fe... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.862 | ["interview"] | 507 | Communication | topic | 2026-03-18T22:41:59.177763 | [
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the local affiliation, which has been important. While dissatisfaction with new organizational structures after the organizational change process was common, the interesting paradox is that staff that seemed alienated with respect to their organizational belonging, were included in the discussion and interactions takin... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.842 | ["interview"] | 510 | Communication | topic | 2026-03-18T22:41:59.177790 | [
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oss faculty boundaries and department boundaries. Opportunities for sense-making and seizing in leadership communication There are several examples in the interviews of the internal dynamics between sense-making and seizing, demonstrating how the two processes were closely interlinked and mutually reinforcing. Sometime... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.688 | 0.818 | ["leadership", "communication", "crisis", "interview"] | 441 | Communication | topic | 2026-03-18T22:41:59.177820 | [
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exity and provide more meaning to those involved. The example shows that sense-making and seizing activities may appear in varying order – sometimes seizing before sense-making, and sometimes the other way around. The next quote illustrates this: What we are doing these days is somehow to turn the university upside dow... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.295 | 0.86 | ["strategy", "education"] | 512 | Communication | topic | 2026-03-18T22:41:59.177848 | [
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eated institutionally … (there is) a very large strategic room for manoeuvre within the institutional strategy. The departments themselves must assess the key strategic issues. Whether this statement meant that the organization really was turned ‘upside down’ may be questioned. The basic framework still means that the ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.311 | 0.83 | ["strategy"] | 453 | Communication | topic | 2026-03-18T22:41:59.177881 | [
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tives departments could take on strategic issues. The interesting aspect regarding the quote is how the historical conditions for strategizing (sense-making) were translated into a strategic wriggle room providing choice opportunities (seizing) at the departmental level with the positioning of departments as the new ‘s... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.848 | ["strategy", "decision_making", "interview"] | 511 | Communication | topic | 2026-03-18T22:41:59.177914 | [
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s, it is to ensure involvement and participation. As illustrated above, this process orientation might be strongly related to the need for dialogue with unions and other key stakeholders during the merger process. As such, it points to the need for legitimacy as part of the seizing process. The need for legitimacy is a... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.87 | ["leadership", "education"] | 512 | Communication | topic | 2026-03-18T22:41:59.177945 | [
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cated when promoting the newly merged university. However, the new name of the university also provided an opportunity for regional outreach which did not exclude the city in which the main campus is located. Discussion: how are sense-making and seizing handled? Our research question presented continuity and change as ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.322 | 0.82 | ["leadership", "education", "crisis", "philosophy"] | 420 | Communication | topic | 2026-03-18T22:41:59.177976 | [
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e during organizational transformation processes. Theoretically, we operationalized continuity and change through the concepts of sense-making and seizing, and analysed conditions, restrictions, and opportunities institutional leaders needed to consider during their internal communication. We assumed that the process o... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.688 | 0.808 | ["leadership", "communication", "philosophy"] | 440 | Communication | topic | 2026-03-18T22:41:59.178063 | [
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ing as a consequence of complex merger processes. Although the specific ways in which institutional leaders communicated at our six case institutions vary, we point out four key findings across the cases: (i) changing modes of communication (much more extensive use of digital platforms) offered better outreach, but les... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.7 | ["leadership", "communication", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.178092 | [
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and seizing undertaken by the institutional leadership; (iii) seizing activities seemed rather process-oriented; and (iv) sense-making and seizing were closely intertwined and inter-related activities. Several of these findings seem connected. For example, the fact that digital forms of communication improved the outre... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.69 | 0.822 | ["leadership", "communication", "philosophy"] | 452 | Communication | topic | 2026-03-18T22:41:59.178124 | [
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ions on the ways in which communication unfolded. The more open and informal ways of communicating through digital platforms also meant more democratic and inclusive communication processes where staff and leadership met up in dialogical formats, and where sense-making and seizing initiatives were not just left to be d... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.852 | ["leadership", "philosophy", "communication"] | 512 | Communication | topic | 2026-03-18T22:41:59.178153 | [
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ions and the actual outcome on the ground (Bromley and Powell Citation 2012 ; Kodeih and Greenwood Citation 2014 ), but a form of communicative re-coupling of the organization during the organizational change processes that enabled more participation and transparency. The new forms of communication even contributed to ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.693 | 0.848 | ["leadership", "philosophy", "communication", "networking"] | 467 | Communication | topic | 2026-03-18T22:41:59.178182 | [
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ampuses or concentrated at one or a few campuses? This functional focus was centred on organizing processes that were perceived as legitimate and productive by the staff. This process can be linked to the more pragmatic aspects of leadership (Macfarlane, Bolden, and Watermeyer Citation 2024 ), about engaging staff and ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.858 | ["leadership"] | 512 | Communication | topic | 2026-03-18T22:41:59.178214 | [
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t problem solving and served perhaps more as problem mediating concepts. While we indeed can observe fluctuations between different logics (Jay Citation 2013 ) – i.e. between sense-making and seizing – much of the activity spurred by sense-making and seizing initiatives of institutional leaders is process-oriented. Hen... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.856 | ["leadership", "decision_making", "war_conflict"] | 503 | Communication | topic | 2026-03-18T22:41:59.178242 | [
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perceived as legitimate within the organization. As our data indicate, such legitimacy becomes important for institutional leaders as they try to navigate expectations and requirements from various stakeholders, including unions, as well (see also Curaj et al. Citation 2015 ; Greenwood et al. Citation 2011 ; Pinheiro, ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.852 | ["leadership"] | 511 | Communication | topic | 2026-03-18T22:41:59.178289 | [
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actively used to gain credibility and legitimacy. The more reformist aspect of leadership is nevertheless also addressed (Macfarlane, Bolden, and Watermeyer Citation 2024 ), although the more strategic and visionary dimensions are not so visible in our data. As such, the seizing was less articulated by the leaders. The... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.856 | ["leadership", "strategy", "communication", "innovation", "social_justice"] | 512 | Communication | topic | 2026-03-18T22:41:59.178320 | [
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ation 2018 , 101) often depends on a good understanding of how the organization has performed in the past. Not all leaders can be said to have had a full overview of the strengths of the different previous institutions, and how they performed in the past. Hence, it may be difficult for them to seize the opportunities. ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.872 | ["leadership", "philosophy", "crisis"] | 512 | Communication | topic | 2026-03-18T22:41:59.178350 | [
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anizational change processes were embedded in internal dynamics that neither staff nor leadership might foresee. As such, it is possible to understand the communication process observed more as a problem-solving arena than a process of informing staff. Conclusion and implications for leadership communication In higher ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.895 | 0.836 | ["leadership", "communication", "education", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.178379 | [
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ures are strengthened (Stensaker Citation 2008 ). Our study can be said to complement existing literature by providing evidence of how institutional leaders – embedded in this organizational transformation – try to manage the complexities and paradoxes that may arise consequently. Our findings support Blaschke, Frost, ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.844 | ["leadership", "management", "education", "philosophy"] | 511 | Communication | topic | 2026-03-18T22:41:59.178408 | [
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stitution during organizational change processes. While the new institutions created through the merger processes indeed may be more centralized and formalized, social media and interactive digital platforms such as Zoom, and Teams create more informal communication between the institutional leadership and the organiza... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.844 | ["leadership", "philosophy", "communication", "management"] | 512 | Communication | topic | 2026-03-18T22:41:59.178440 | [
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educe the power distance between the top leadership and the academic and administrative staff. Thus, we observe an interesting paradox; while universities indeed transform and emerge as revitalized ‘organized actors’, they also develop new ways of communicating which brings together leadership and staff with multiple r... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.848 | ["leadership", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.178469 | [
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on 2018 ) becomes a social setting where the ‘orchestra’ is playing live – with leadership and staff both listening and playing along. What sort of ‘music’ is then played on the new communication platforms? Apparently not the most creative. We have found that both sense-making and seizing initiatives were restricted in... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.691 | 0.838 | ["leadership", "philosophy", "communication", "innovation"] | 454 | Communication | topic | 2026-03-18T22:41:59.178498 | [
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settings offering leadership limited discretion. The institutional leadership seemed also in need of legitimacy which is a factor that may both restrict and enable sense-making and seizing initiatives (see also Fumasoli and Lepori Citation 2011 ). Based on these findings, we offer some implications as to how institutio... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.683 | 0.818 | ["leadership", "communication", "philosophy"] | 415 | Communication | topic | 2026-03-18T22:41:59.178531 | [
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izational transformation processes in the future. First, due to new possibilities for engaging with staff thanks to technological developments and digital platforms, there is a need to re-think and reflect on how ‘communication’ can take place in large and complex organizations. Elken, Stensaker, and Dedze ( Citation 2... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.895 | 0.854 | ["communication", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.178561 | [
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d on the findings in this article, one could argue that with the new possibilities for outreach and communication, institutional leaders have a new instrument at their disposal for facilitating organizational change and transformation. Secondly, and related both to the first point and to our finding that many instituti... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.7 | 0.704 | ["leadership", "communication", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.178592 | [
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enges for the institutional leadership to tackle. A clear advantage is still that an inclusive approach to communication might provide the leadership with credibility and legitimacy that can form the basis of future organizational transformation processes. Ethics statement The project and the data gathering have been a... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.898 | 0.856 | ["leadership", "philosophy", "communication", "ethics"] | 504 | Communication | topic | 2026-03-18T22:41:59.178620 | [
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der the Journal’s transparent peer-review policy. Anonymised peer review reports of the submitted manuscript can be accessed under supplemental material online at ( https://doi.org/10.1080/21568235.2025.2456871 ). Additional information Funding This work was supported by the Research Council of Norway [grant number 298... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.392 | 0.67 | ["innovation", "education", "philosophy"] | 462 | Communication | topic | 2026-03-18T22:41:59.178648 | [
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r Learning, Innovation, and Academic Development. She has a doctorate in Political Science from the University of Bergen. She published her papers in the field of studies of Higher Education and Public Administration. Ivar Bleiklie Ivar Bleiklie is professor emeritus of political science at the University of Bergen, an... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.394 | 0.838 | ["education", "management", "innovation", "philosophy"] | 471 | Communication | topic | 2026-03-18T22:41:59.178674 | [
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ctor of the Holberg International Memorial Prize. His research, published in numerous books, book chapters, and articles, focuses on comparative studies of policy making, governance, and administration in the fields of higher education and research, social and medical service provision, biomedical policies, and policy ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.4 | 0.85 | ["education", "strategy", "innovation"] | 512 | Communication | topic | 2026-03-18T22:41:59.178702 | [
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U – the Nordic Institute for Studies in Innovation, Research, and Education. He has a special research interest in reform, governance, and organizational change in higher education, and has published widely on these and related topics in a number of international journals and book series. Notes 1 This paper is part of ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.385 | 0.832 | ["education", "innovation", "social_justice", "philosophy"] | 426 | Communication | topic | 2026-03-18T22:41:59.178733 | [
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cape’ project funded by RNC, grant number 298969. Related Research Data Leadership communication during organizational transformation Source: figshare Linking provided by References Aksnes, D. W., S. B. Borlaug, T. Eide, and B. Stensaker. 2023. “Exploring the Relationship between Departmental Characteristics and Resear... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 1 | 0.674 | ["leadership", "philosophy", "communication", "networking", "education"] | 499 | Communication | topic | 2026-03-18T22:41:59.178762 | [
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in a new window) Google Scholar Blaschke, S., J. Frost, and F. Hattke. 2014. “Towards a Micro Foundation of Leadership, Governance, and Management in Universities.” Higher Education 68 (5): 711–732. https://doi.org/10.1007/s10734-014-9740-2. (Open in a new window) Web of Science ® (Open in a new window) Google Scholar ... | https://www.tandfonline.com/doi/full/10.1080/21568235.2025.2456871 | Full article: Leadership communication during organizational transformation | tandfonline.com | unknown | false | 0.1 | 0.692 | ["leadership", "management", "career", "war_conflict", "education"] | 511 | Communication | topic | 2026-03-18T22:41:59.178790 | [
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(16:137:502) Principles of Communication and Leadership Course Number 16:137:502 Credits 3 Instructor's Profile Kathleen Cashman – Walter Semesters(s) Offered Spring Summer Fall Description Examine the factors that contribute to successful leadership practices in a wide variety of organizational settings. Communication... | https://mbs.rutgers.edu/taxonomy/term/5408 | (16:137:502) Principles of Communication and Leadership | Master of Business and Science Degree | mbs.rutgers.edu | unknown | false | 0.923 | 0.808 | ["leadership", "communication"] | 418 | Communication | topic | 2026-03-18T22:41:59.298689 | [
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oday, communication is complicated by technology. Course Objectives Examine factors contributing to successful leadership practices and integrate them into your daily practices. Develop and apply skills to achieve organizational results Develop an understanding of personal strengths and weaknesses Review personal trait... | https://mbs.rutgers.edu/taxonomy/term/5408 | (16:137:502) Principles of Communication and Leadership | Master of Business and Science Degree | mbs.rutgers.edu | unknown | false | 0.895 | 0.848 | ["leadership", "communication"] | 512 | Communication | topic | 2026-03-18T22:41:59.298802 | [
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by providing the thought process that will outlast any style assessment. Develop the competencies by developing /creating the experience Seek to ignite and develop leadership relationships, including mentoring relationships Practice and experience leadership results and impact and articulate them Testimonials Course Te... | https://mbs.rutgers.edu/taxonomy/term/5408 | (16:137:502) Principles of Communication and Leadership | Master of Business and Science Degree | mbs.rutgers.edu | unknown | false | 0.995 | 0.83 | ["leadership", "networking", "communication", "career"] | 476 | Communication | topic | 2026-03-18T22:41:59.298851 | [
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ions of leadership and professional development…. With this class, it has enabled me to become more confident in my abilities to project my ideas in a succinct matter and talk to senior management with more confidence." (May 2019) Transferable Skills Communication Leadership Teamwork Experiential Learning Interview an ... | https://mbs.rutgers.edu/taxonomy/term/5408 | (16:137:502) Principles of Communication and Leadership | Master of Business and Science Degree | mbs.rutgers.edu | unknown | false | 1 | 0.846 | ["leadership", "management", "communication", "career", "interview"] | 512 | Communication | topic | 2026-03-18T22:41:59.298896 | [
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oices: Key insights from Principles of Communication and Leadership Achieving Your Goals: MBS Student Inspired to Step Outside Her Comfort Zone | https://mbs.rutgers.edu/taxonomy/term/5408 | (16:137:502) Principles of Communication and Leadership | Master of Business and Science Degree | mbs.rutgers.edu | unknown | false | 0.929 | 0.742 | ["leadership", "communication", "motivation"] | 143 | Communication | topic | 2026-03-18T22:41:59.298936 | [
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ations with confidence, credibility. and finesse. This program will give you the skills to speak confidently, diplomatically, and tactfully in a variety of situations. Show More Show Less Why You Want To Learn It As individuals in positions of influence, what we say, how we say it, and how we respond to what we deem di... | https://www.dalecarnegie.com/en/courses/3604 | Leadership Communication: Communicating Effectively Under Pressure | Dale Carnegie | dalecarnegie.com | unknown | false | 0.385 | 0.846 | ["crisis", "diplomacy"] | 425 | Communication | topic | 2026-03-18T22:41:59.418106 | [
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All Courses / Leadership / Leadership Communication: Communicating Effectively Under Pressure In Person Leadership Leadership Communication: Communicating Effectively Under Pressure Topics also include : People Skills About Effective communication for leaders is essential to build trust, respect and confidence both in ... | https://www.dalecarnegie.com/en/courses/3604 | Leadership Communication: Communicating Effectively Under Pressure | Dale Carnegie | dalecarnegie.com | unknown | false | 0.895 | 0.84 | ["leadership", "communication"] | 512 | Communication | topic | 2026-03-18T22:41:59.418235 | [
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ering questions after a presentation, articulating your thoughts and being able to think on your feet in unanticipated situations is a skill. What You’ll Learn Identify personal obstacles preventing us from communicating well under pressure. Learn to organize our thoughts and structure ideas for more effective communic... | https://www.dalecarnegie.com/en/courses/3604 | Leadership Communication: Communicating Effectively Under Pressure | Dale Carnegie | dalecarnegie.com | unknown | false | 0.99 | 0.828 | ["communication", "crisis"] | 450 | Communication | topic | 2026-03-18T22:41:59.418292 | [
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our technical competence and our ability to lead. Show More Show Less How It Will Help You Communicating well under pressure cultivates trust and confidence in your ability to lead teams, win business, raise engagement and provide outstanding results that impact the bottom line. Show More Show Less View Course Credits ... | https://www.dalecarnegie.com/en/courses/3604 | Leadership Communication: Communicating Effectively Under Pressure | Dale Carnegie | dalecarnegie.com | unknown | false | 0.299 | 0.866 | ["management", "philosophy"] | 502 | Communication | topic | 2026-03-18T22:41:59.418328 | [
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this panel and fill out the form to get started. Print This Page Share Select the best option for you: Any Language Any Duration Select a Location Have questions or need training for 10+ employees? Expand this panel and fill out the form to get started. Questions? | https://www.dalecarnegie.com/en/courses/3604 | Leadership Communication: Communicating Effectively Under Pressure | Dale Carnegie | dalecarnegie.com | unknown | false | 0.353 | 0.794 | ["philosophy"] | 264 | Communication | topic | 2026-03-18T22:41:59.418361 | [
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eceive copyright protection, and failure to deposit copies of works with the Register of Copyright could result in the loss of copyright. The requirements that copies include a formal notice of copyright and that the copyright be renewed after twenty eight years were the most common conditions, and are specified in the... | https://copyright.cornell.edu/publicdomain | Copyright Term and the Public Domain in the United States | Copyright Information Center | copyright.cornell.edu | unknown | false | 0.1 | 0.864 | ["education", "social_justice", "philosophy"] | 499 | Communication | topic | 2026-03-18T22:41:59.540148 | [
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as even lower: 7%. See Barbara Ringer, "Study No. 31: Renewal of Copyright" (1960), reprinted in Library of Congress Copyright Office. Copyright law revision: Studies prepared for the Subcommittee on Patents, Trademarks, and Copyrights of the Committee on the Judiciary, United States Senate, Eighty-sixth Congress, firs... | https://copyright.cornell.edu/publicdomain | Copyright Term and the Public Domain in the United States | Copyright Information Center | copyright.cornell.edu | unknown | false | 0.299 | 0.702 | ["governance", "strategy", "economy", "social_justice", "education"] | 503 | Communication | topic | 2026-03-18T22:41:59.540281 | [
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e of the authors of the work had to be a non-U.S. citizen or resident, the work could not have been published in the United States within 30 days after its publication abroad, and the work needed to still be in copyright in the country of publication. Such works have a copyright term equivalent to that of an American w... | https://copyright.cornell.edu/publicdomain | Copyright Term and the Public Domain in the United States | Copyright Information Center | copyright.cornell.edu | unknown | false | 0.1 | 0.876 | ["philosophy", "negotiation", "governance"] | 512 | Communication | topic | 2026-03-18T22:41:59.540325 | [
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copyright restoration under URAA (see note 10 ). The court in Twin Books, however, concluded "publication without a copyright notice in a foreign country did not put the work in the public domain in the United States." According to the court, these foreign publications were in effect "unpublished" in the United States,... | https://copyright.cornell.edu/publicdomain | Copyright Term and the Public Domain in the United States | Copyright Information Center | copyright.cornell.edu | unknown | false | 0.1 | 0.864 | ["diplomacy", "leadership", "communication", "decision_making", "rhetoric"] | 511 | Communication | topic | 2026-03-18T22:41:59.540361 | [
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d Copyrights Were Filed in the Copyright Office . Copyright notice requirements for sound recordings are discussed in the Copyright Notice. Circular 3 . Architectural works are defined as "the design of a building as embodied in any tangible medium of expression, including a building, architectural plans, or drawings. ... | https://copyright.cornell.edu/publicdomain | Copyright Term and the Public Domain in the United States | Copyright Information Center | copyright.cornell.edu | unknown | false | 0.1 | 0.858 | ["social_justice", "philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.540395 | [
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idual standard features." Architectural works were expressly included in copyright by Title VII of Pub. L. 101-650. What constitutes "publication" of a building is a very interesting question. Copyright Office regulations stipulate that "Publication of an architectural work occurs when underlying plans or drawings of t... | https://copyright.cornell.edu/publicdomain | Copyright Term and the Public Domain in the United States | Copyright Information Center | copyright.cornell.edu | unknown | false | 0.1 | 0.852 | [] | 499 | Communication | topic | 2026-03-18T22:41:59.540425 | [
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m date of creation Works created before 1906 Unpublished works when the death date of the author is not known 4 120 years from date of creation 5 Works created before 1906 5 Works Registered or First Published in the U.S. Date of Publication 6 Conditions 7 Copyright Term 3 Before 1931 None None. In the public domain du... | https://copyright.cornell.edu/publicdomain | Copyright Term and the Public Domain in the United States | Copyright Information Center | copyright.cornell.edu | unknown | false | 0.1 | 0.88 | ["philosophy"] | 512 | Communication | topic | 2026-03-18T22:41:59.540526 | [
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