Most academic leaders will serve more than one institution across their careers. In fact, it will be rare that many do not work for at least four or five institutions.<br
The group around the table had been meeting regularly for six months, tackling the issue of faculty overloads. At this institution, faculty who taught more than the default workload accumulated
When you’re the one in charge, it’s not always easy to get an honest, unvarnished look at what’s really happening within your organization. People try to put their best foot
In a recent article, we delineated several institutional motivations for and benefits of interim administrative appointments. Initially, the appointing administrator elects to immediately launch a full search or to make
As a long-standing department chair, director of a complex school of education, and associate dean of a large college comprised of many differing disciplinary departments, I have learned over time
Although not the result of any formal survey research, the prevalence of interim appointments in administrative positions from department chair level and higher seems to be on the rise. Whether
Most definitions of “entrepreneur” include the notion of risking something to earn something of greater value. In the business world, both risk and reward are often capital (investment that generates
In a recent chairs’ council meeting at my institution, we discussed the job description of department chairs, which had been drafted several years previously. We all agreed that it needed
The world of higher education is one where advocacy plays out on a daily basis. We see it at the lowest professional levels of our institutions, where faculty are advocates
For the past two months, we have examined some of the key habits of successful academic administrators. This final installment shares some additional habits.
