ABSTRACT
This chapter focuses on how a collaborative leadership model can effect significant institutional transformation in a short time, the kind of institutional change characterized by Robert Marzano and colleagues (2005) as “second order change.” According to Marzano and colleagues (2005), “first order institutional change” alters an existing structure. “Second order change” or “deep change” requires new ways of seeing and new structures. Eckel, Hill, and Green (1998) call this “transformative” change: “Transformation (1) alters the culture of the institution by changing select underlying assumptions and institutional behaviors, processes, and products; (2) is deep and pervasive, affecting the whole institution; (3) is intentional; and (4) occurs over time.” The changes experienced at the regional campuses of Miami University, once referred to as Miami University Hamilton (MUH) and Miami University Middletown (MUM) and now known as Miami University Regionals (MUR), dramatize the kind of change that Marzano and colleagues (2005) as well as Eckel, Hill, and Green (1998) describe.
