Because of the declining job market, the increased number of job seekers, and the decreased professional mobility in higher education, competition among professors for institutional rewards and recognition is growing. Suggestions for handling this situation are offered and pitfalls in the present system are noted. (Author/LBH)

A common perception is that the leadership problems facing the presidents of small, independent liberal arts colleges are simply a subset of those facing larger schools, but small colleges operate in a unique economic environment that offers opportunity as well as peril. The president's involvement is required at every level. (MSE)

A study of governing board effectiveness in private liberal arts and comprehensive colleges is discussed. Effective boards manifest their concern for community in three ways: they enact institutional values; consult with key constituencies; and judge their own performance in terms of their relationships with others. (MLW)

Whereas higher education in general has not fully met its responsibility for preparing individuals for international citizenship, a group of 50 small, selective, independent liberal arts colleges has made a substantial contribution through their long-standing commitments to international matters in both curriculum and institutional environment.…

Results of interviews with presidents and trustees of 10 private liberal arts colleges concerning the president-trustee relationship include observations about the presidency as a political office, the president's role as a bureaucrat, the committee system, presidential evaluation, and prospects for presidential leadership. (MSE)

Faced with changes in the 1980s, college and universities with religious ties must rethink both their identity and what constitutes the proper college-church relationship. Six components of program identity are identified: structural, communal, personal, moral, spiritual, and educational. Cooperative efforts to identify and discuss issues are…