HomePublicationsLearning to Lead, Leading to LearnPart 1 Chapter 4: Academic Leadership Beyond the Academy Download Chapter Book MenuLearning to Lead, Leading to Learn SectionsPart 1Part 2ChaptersPrefaceCourse Overview Chapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9Chapter 10Chapter 11Chapter 12Chapter 13Chapter 14Chapter 15Final ClassBook Resources Contributors Playbook Download BookOpen Access PDFdoi.org/10.36284/celelon.oa11ISBN: 978-1-64317-593-5March 20263.2 MBMetrics: 185 views | 42 downloadsISBN: 978-1-64317-592-8March 2026 Heidi Estrem In this chapter, Estrem writes about how she “transferred” knowledge and skills she gained in academic leadership (primarily as a writing program director) to a different context: state education policy work. She explains how the two contexts differ, as well as what they share. What becomes clear in her telling is that transferring leadership knowledge and skills is less a practice of application than of reinvention. That reinvention, however, continues to be grounded in values and guided by previous experiences. In particular, Estrem advocates that leaders in any context emphasize relational processes over specific institutional outcomes. Chapter DOI: doi.org/10.36284/celelon.oa11.4 Related Book ResourcesIntro Leadership in a State System Estrem reflects on the challenges and opportunities of leading within a state education system, including navigating bureaucracy and governance. [Video] Metacognition and Leadership Estrem explains how self-awareness and reflective thinking strengthen leadership decisions and effectiveness. [Video] Building Leadership Networks Estrem highlights the importance of cultivating relationships and professional networks to advance leadership goals. [Video] Moving from Institutional Leadership to System Leadership Estrem shares insights on transitioning from leading a single institution to influencing a broader educational system. [Video] Discussion Questions“Learning transfer” is an important part of Estrem’s chapter as she shows readers how she moved practices from one context to another. As you develop in your current position, what are practices that you feel you employ effectively? How might, or how are, these useful as you apply them in positions of leadership? Share:
