For more than 20 years there have been growing and widely expressed concerns that teaching is not sufficiently rewarded and recognized in universities, particularly in comparison to research. Individuals, institutions and governments have each responded in different ways to promote changes in institutional systems and practices. Two of the major initiatives to raise the status of teaching have been the Scholarship of Teaching and Learning and Teaching Quality movements. These share similar goals and many concepts, but began with a different impetus. This paper reviews initiatives to increase the status of teaching through better recognition and reward of teaching in universities. Current practices and evidence of change are reviewed. The paper concludes that while there has been significant progress made to date, the ultimate symbols of recognition and reward – promotion and tenure – are proving to be elusive but not unattainable for those who focus on the Scholarship of Teaching.

Progress and challenges to the recognition and reward of the Scholarship of Teaching in higher education

Drawing on interviews with Dan Bernstein (psychology, University of Nebraska), Brian Coppola (chemistry, University of Michigan), Sheri Sheppard (mechanical engineering, Stanford University), Randy Bass (American literature, Georgetown University), and colleagues within and outside their institutions and fields, the author looks at the routes these pathfinders have traveled through the scholarship of teaching and learning and at the consequences that this unusual work has had for the advancement of their careers, especially tenure and promotion.

Balancing Acts: The Scholarship of Teaching and Learning in Academic

A meta-analytic test of the differential pathways linking ethical leadership to normative conduct

Seeking to understand how today’s scholars may, indeed should go about building, maintaining and showcasing their professional reputation, the literature review presented here explores the reputational opportunities available to them in the increasingly open-values based, digital and networked environment of Science 2.0. Using a conceptual framework developed with the help of the European Commission and specifically designed for conducting analytical reviews and audits of the reputational value of scholarly activities, this study examines in some detail the practices –more than 30 of them- that comprise the present-day scientific undertaking from a reputation-accruing angle.

Scholarly reputation building in the digital age: an activity-specific approach. Review article

Transformational leadership effects on salespeople’s attitudes, striving, and performance

INTRODUCTION Given the number of business scandals in recent years, creating an ethical work environment is important. An organization's work climate sends a message as to what management expects from the employees. Creating an ethical work climate indicates to employees that the leaders of the organization expects followers to behave ethically (Martin and Cullen 2006). An ethical work environment is especially important for sales organizations since salespeople work without direct supervision and are expected to meet a quota and therefore may feel inclined to behave unethically. Customers' perception of the firm is influenced by the behavior of the sales force (Schwepker and Hartline 2005). In addition, the ability of an organization to attract and keep employees is influenced by the ethical behavior of the sales force (Ingram, LaForge, and Schwepker 2007). The existence of an ethical work climate also is important because of its relationship to various employees' job attitudes and behavior. Research indicates that an organization's ethical work climate is related directly to increased job satisfaction, organizational commitment (Mulki, Jaramillo, and Locander 2006; Schwepker 2001), supervisory trust (DeConinck 2011; Mulki, Jaramillo, and Locander 2006) and indirectly to higher job satisfaction (Jaramillo et al. 2006) and lower turnover (Mulki, Jaramillo, and Locander 2006; DeConinck 2010). Most studies have examined the consequences of ethical work climate and neglected antecedents of having an ethical work environment. Ethical leadership is an important variable that has been shown to influence employees' ethical behavior (Brown and Trevino 2006). Ethical leadership is defined as "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making" (Brown, Trevino, and Harrison 2005 p. 120). Employees will have increased trust when their manager is perceived as being ethical (DeConinck 2011). Employees learn appropriate behavior through the actions of their leaders (Brown and Mitchell 2010). Research indicates that ethical leadership influences positive job attitudes and behaviors of employees (Brown, Trevino, and Harrison 2005) and reduces negative behavior by employees in organizations (Mayer et al. 2012). Intuitively, ethical leaders should influence the ethical climate of the organization. In addition, supervisory trust has been shown to be related positively to ethical leadership (Chughatai, Byrne, and Flood 2015) and ethical climate (Mayer, Kuenzi, and Greenbaum 2010). However, a search of the literature could find no study that specifically examined the relationship between these three important variables in a sales force context. Does ethical leadership have a direct influence on employees' trust with their sales manager or is the relationship indirect through ethical climate? One of the purposes of this study is to investigate the relationship among ethical leadership, ethical climate, and supervisory trust. The second purpose of this study is to investigate how ethical leadership and ethical climate influence salespersons' moral judgment. Moral judgment involves the principles of right or wrong behavior and how people arrive at the standards for determining right from wrong. Ingram, LaForge, and Schwepker (2007) state that ethical climate is one of the key causes of salesperson moral judgment. Research has shown that ethical climate influences peoples' moral judgment (Mayer, Kuenzi, and Greenbaumm 2010). However, only a few studies have analyzed the relationship between ethical leadership and moral judgment. This research indicates that the relationship between these two variables is indirect through other variables (Resick et al. 2013; Steinbauer, Taylor, and Njoroge 2014). No study could be found that that has investigated the relationship among ethical leadership, ethical climate, and moral judgment. …

The Relationship among Ethical Leadership, Ethical Climate, Supervisory Trust, and Moral Judgment

This paper presents the results of one regional comprehensive institution’s efforts to implement an infrastructure that provides both recognition and reward for research into the scholarship of teaching and learning (SOTL). The authors offer an intensive analysis of Western Carolina University’s experiences with adopting the Boyer model of scholarship through the transformation of its tenure and promotion documents. The changes wrought at WCU suggest a path that may be particularly instructive to similar institutions that may be contemplating the use of a more expansive definition of scholarship into their institutional culture.

Recognition and Reward: SOTL and the Tenure Process at a Regional Comprehensive University

This study analyzes the translation of the Boyer scholarship model(with an emphasis on the scholarship of engagement) into departmentaland college-level culture at a regional comprehensiveinstitution. Through an analysis of promotion and tenure documents,the authors concluded that adoption of Boyer’s model was a semiradicalprocess, characterized by unique definitional, conceptual, andlogistical challenges that resulted in a diverse array of practices andapproaches across the university’s departments and colleges.

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Navigating the Boundaries of the Scholarship of Engagement at a Regional Comprehensive University

This article reports on an examination of the distinctive second-generation challenges and opportunities faced by an early institutional adopter of the Boyer model of scholarship. Following the first cohort of faculty to be reviewed for tenure and promotion based on these criteria, we report the results of a survey designed to determine the perceptions of faculty and administrators of the degree to which emerging forms of scholarship had been integrated into the university culture including factors such as institutional identity, support structures, and faculty participation. This case study sheds light on the process of adaptation at this single institution and provides glimpses of how cultural change might occur across higher education.

Hollye Moss

Papers

The Relationship among Ethical Leadership, Ethical Climate, Supervisory Trust, and Moral Judgment

Recognition and Reward: SOTL and the Tenure Process at a Regional Comprehensive University

Navigating the Boundaries of the Scholarship of Engagement at a Regional Comprehensive University

Boyer in the Middle: Second Generation Challenges to Emerging Scholarship

The Application of the Theory of Constraints in Service Firms