One of the most difficult decisions for upper leadership in a university is how to apportion funds for capital improvements and new and ongoing academic programs. Often, the decision comes
Leadership changes in the upper administration can be stressful for chairs and deans. We’ve all seen situations in which a new chancellor or president arrives, and between six months and
With accountability and college costs making the higher education news almost daily, academic leaders at all levels are increasingly feeling the pressure to make their departments, colleges, and institutions run
With nontenure-track faculty now comprising 70 percent of the faculty workforce, academic leaders face daunting challenges in creating proactive workplace strategies that address this new reality. Even though more than
Much has been written about the increasing workloads placed on our academic department chairs. Coupled with the fact that recently appointed chairs also bring with them to their new roles
For a little more than a decade, the STEM disciplines (science, technology, engineering, and mathematics) have been enjoying something of a privileged status at American colleges and universities. While enrollments
So, you’re a new dean, charged with the care and feeding of many faculty and staff (think of all the directors who have become ubiquitous in higher education institutions in
It is not often that a paper in an academic journal makes headline news, but recently, one in the Journal of Business Ethics has done just that. In their article,
As a recently retired academic leader—a former department chair, division head, dean, vice president, provost, and interim president—I have had time to reflect on the joys and woes of leadership
Every academic leader invests time in strategic planning groups, presidential cabinets, councils of department chairs, dean’s council meetings, and similar regularly scheduled meetings. Academic leaders occasionally leave the campus for
