[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-0-en-105":3,"doc-seo-601718-105":59,"doc-detail-601718-en":130},{"code":4,"msg":5,"data":6},0,"success",[7,13,18,23,28,33,38,43,48,51,55],{"id":8,"doc_module":4,"doc_module_name":9,"category_name":10,"show_sort_weight":11,"slug":12},1,"Document","Story & Novel",90,"story-novel",{"id":14,"doc_module":4,"doc_module_name":9,"category_name":15,"show_sort_weight":16,"slug":17},2,"Literature",80,"literature",{"id":19,"doc_module":4,"doc_module_name":9,"category_name":20,"show_sort_weight":21,"slug":22},4,"Exam",70,"exam",{"id":24,"doc_module":4,"doc_module_name":9,"category_name":25,"show_sort_weight":26,"slug":27},5,"Comic",60,"comic",{"id":29,"doc_module":4,"doc_module_name":9,"category_name":30,"show_sort_weight":31,"slug":32},6,"Technology",50,"technology",{"id":34,"doc_module":4,"doc_module_name":9,"category_name":35,"show_sort_weight":36,"slug":37},7,"Healthcare",40,"healthcare",{"id":39,"doc_module":4,"doc_module_name":9,"category_name":40,"show_sort_weight":41,"slug":42},8,"Research & Report",30,"research-report",{"id":44,"doc_module":4,"doc_module_name":9,"category_name":45,"show_sort_weight":46,"slug":47},9,"Religion & Spirituality",20,"religion-spirituality",{"id":46,"doc_module":4,"doc_module_name":9,"category_name":49,"show_sort_weight":46,"slug":50},"World Cup","world-cup",{"id":52,"doc_module":4,"doc_module_name":9,"category_name":53,"show_sort_weight":52,"slug":54},10,"Lifestyle","lifestyle",{"id":56,"doc_module":4,"doc_module_name":9,"category_name":57,"show_sort_weight":24,"slug":58},19,"General","general",{"code":4,"msg":60,"data":61},"ok",{"site_id":62,"language":63,"slug":64,"title":65,"keywords":66,"description":67,"schema_data":68,"social_meta":123,"head_meta":125,"extra_data":127,"updated_unix":129},105,"en","observations-on-leadership-problem-solving-and-preferred-futures-of-universities-a-framework-for-framing-ill-defined-problems-in-higher-education","Observations on Leadership, Problem Solving, and Preferred Futures of Universities - A Framework for Framing Ill-Defined Problems in Higher Education","","The paper examines how enrollment pressures, ranking competition, uncertain budgets, and branding incentives shape university leadership choices and sustainable responses to complex challenges. It argues that ill-defined problems common in higher education require an Authentic Leadership Model to guide ethical problem solving. The discussion explains how leaders identify problem structure, distinguish cause from unknown elements, and act across six hierarchical dimensions to align mutual goals, values, and strategic decisions.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/observations-on-leadership-problem-solving-and-preferred-futures-of-universities-a-framework-for-framing-ill-defined-problems-in-higher-education/601718/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/observations-on-leadership-problem-solving-and-preferred-futures-of-universities-a-framework-for-framing-ill-defined-problems-in-higher-education/601718.png","ImageObject",300,407,{"name":92,"@type":93},"ahduag","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-03","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":29},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What challenges in universities motivate the paper’s focus on leadership and problem solving?","Question",{"text":112,"@type":113},"The paper highlights pressures related to enrollments, rankings, uncertain budgets, and branding efforts that complicate sustainable decision-making for university leaders.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How does the paper define an ill-defined problem in higher education?",{"text":117,"@type":113},"Ill-defined problems are domain- and context-dependent, lack information within the problem statement, include unknown elements, and often have undefined goals, unstated constraints, and multiple possible solution paths.",{"name":119,"@type":110,"acceptedAnswer":120},"How does the Authentic Leadership Model guide leaders when problems are ill-defined?",{"text":121,"@type":113},"The model provides a leadership framework grounded in authenticity, and it organizes leadership action across six hierarchical dimensions so leaders look to the appropriate level above the current framing of an issue.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},601718,1792189393,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":29,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":39,"language":139,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":140,"faqs":141,"seo_title":142,"seo_description":67,"update_tm":143,"read_time":46},3985747870414,"https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc","Observations on Leadership, Problem Solving, and Preferred Futures of Universities  \nJudith Puncochar  \nNorthern Michigan University  \nA focus on enrollments, rankings, uncertain budgets, and branding efforts to operate universities could have serious implications for discussions of sustainable solutions to complex problems and the decision-making processes of leaders. The Authentic Leadership Model for framing ill-defined problems in higher education is posited to improve the process of ethical problem solving and the creation of sustainable solutions to complex problems faced by university leaders.  \nINTRODUCTION  \nUse of a business model to frame thinking about running universities is so engrained in our culture that a widespread acceptance of the idea that a university is a business has occurred. The acceptance of this idea has reached the status of being a non-conscious, permanent part of our thinking about universities. The Authentic Leadership Model by Robert Terry (2001) offers leaders a way to frame solutions to difficult problems by articulating decisions through a lens of mutual goals and shared values of the academy.  \nDEFINING A PROBLEM  \nPeople become cognizant of problems when a need motivates people to search for a solution to eliminate discrepancies (Arlin, 1989). Leaders lead people to a solution to the problem. Consequently, an unknown cause of a problem presents a tremendous opportunity for leadership. As shown in Figure 1, a problem is a deviation from SHOULD for which there is CAUSE, and the cause is UNKNOWN (Kepner & Tregoe, 1981, p. 37) .  \nNCPEA Education Leadership Review, Vol. 14, No. 1– March 2013  \nISSN: 1532-0723 © 2013 National Council of Professors of Educational Administration  \nFigure 1. Definition of a Problem Illustrated ( See Kepner & Tregoe, 1981)  \nSTRUCTURE OF A PROBLEM  \nBefore Now  \nAdapted from Kepner, C. , & Tregoe, B. (1981). The new rational manager.  \nPrinceton, NJ: Kepner-Tregoe, Inc. , p. 37.  \nA critical attribute of problem solving is that the solution to the problem is not readily apparent in the problem, so the problem solver must identify the nature of the problem and a process for arriving at an acceptable solution. The problem-solving process depends upon the problem solver's understanding of the problem and the goal. The solution to the problem represents the leadership goal.  \nGeneral problems are ill-defined or well-defined. Ill-defined problems are domain-and context-dependent (Bransford, 1994), whereas well-defined problems usually involve skills and solutions suitable to most classroom content domains (e.g., statistics) . Solving ill-defined problems may necessitate specific skills or require a different way to frame solutions to problems (Jonassen, 2000) . Well-defined problems, such as most problems taught in classroom settings, may have limited transferability to solving ill-defined problems in the academy.  \nExamples of ill-defined problems found in the real world of universities include critical incidents such as bullying and prejudice (Puncochar, Choi, Khan, & Strom, 2003) and emergent dilemmas such as pollution (Jonassen, 1997) . Information needed to solve illdefined problems is not contained in the problem statement (Chi & Glaser, 1985) . Ill-defined problems have unknown problem elements and an associated lack of confidence in the known elements (Wood, 1983), domain knowledge (Alexander, 2010), undefined goals and unstated constraints (Voss, 1988), and possess multiple solutions, solution paths, or no solution at all (Kitchner, 1983) . Typically, no consensual agreement is available for any single solution to an ill-defined problem.  \nAUTHENTIC LEADERSHIP MODEL  \nThe Authentic Leadership Model (Terry, 1974; Terry, 1993; Terry & Cleveland, 2001) provides a leadership framework for human action involved with achieving solutions to illdefined problems. According to Terry (1993), leadership is a type of action that has the potential to convey enormous conseque","cbCaieNqoz1XEr4P","https://ap.wps.com/l/cbCaieNqoz1XEr4P","pdf",241002,"English","# Introduction\n# Defining a Problem\n# Structure of a Problem\n# Authentic Leadership Model","[{\"question\":\"What challenges in universities motivate the paper’s focus on leadership and problem solving?\",\"answer\":\"The paper highlights pressures related to enrollments, rankings, uncertain budgets, and branding efforts that complicate sustainable decision-making for university leaders.\"},{\"question\":\"How does the paper define an ill-defined problem in higher education?\",\"answer\":\"Ill-defined problems are domain- and context-dependent, lack information within the problem statement, include unknown elements, and often have undefined goals, unstated constraints, and multiple possible solution paths.\"},{\"question\":\"How does the Authentic Leadership Model guide leaders when problems are ill-defined?\",\"answer\":\"The model provides a leadership framework grounded in authenticity, and it organizes leadership action across six hierarchical dimensions so leaders look to the appropriate level above the current framing of an issue.\"}]","Observations on Leadership, Problem Solving, and Preferred Futures of Universities - A Framework for Framing Ill-Defined Problems in Higher Education | PDF",1792093303]