College and university presidents can position themselves to be a great resource for the country and the world. This chapter introduces the perspectives of two presidents of the University of Notre Dame, Father Theodore Hesburgh, C.S.C. who served for 35 years (1952-1987) and was a major presence in American higher education and a classic public…

The purpose of this article is to provide insight into the perceptions of college presidents on their role in budgeting and finance. While most of the past research in this area has focused on how to engage and understand budget and finance practices, this chapter sought to highlight the perceptions of the roles of those involved in the process,…

This chapter uses the Job, Career, Calling conceptual framework to explore the career motivations of 119 mid-level administrators in international higher education. Further, the primary job responsibilities of the mid-level administrators are also examined to determine if work aligns with motivation. We find that international center directors…

This chapter explores the work-life experiences of administrators as well as whether and how the ideal worker model affects those experiences. Departmental and supervisory differences and technology complicate administrators' work-life experiences.

Among persistence and retention agenda initiatives undertaken by colleges and universities, gateway-course improvement efforts are often overlooked. However, the engagement of diverse institutional stakeholders in the transformation of gateway courses can contribute significantly to student success. Chief academic officers are in a unique position…

Learning is a core part of all forms of higher education work. College leaders of all kinds--administrators, staff, faculty, and students--must know how to seek out and support the wide array of learning that can go on in colleges and universities.

A presidential code of conduct is needed more today than ever before. College and university presidents are being required to do more without the proper training to succeed. Presidents from outside the academy enter academia with normative patterns and codes of conduct that served them well in their previous occupations but now have the potential…

The concept of actively leading constituents, internal and external, is second nature to many university administrators in most areas, except one: fundraising. For many university presidents and academic deans, it's a part of the job that is not well defined or well understood. They know there is an expectation that private funds will flow into…

Explains that who advises and how advising services are delivered have been the major issues in academic advising in the last two decades. Discusses staff roles and responsibilities, major functional challenges, major professional challenges, professional associations and literature, and tips for those interested in pursuing a career in academic…

Describes how enrollment management in higher education integrates seven primary functional areas: institutional research and planning, marketing, admissions, registrar, financial aid, student orientation, and retention and advising. Addresses trends and careers in enrollment management. Also describes the author's personal career path in…

This chapter describes characteristics of department chairs and identifies various tasks and challenges that they face during their time in office.

Substantive institutional change can only be accomplished by faculty and staff who have changed. The skills needed for that change must be learned. The college administrator charged with managing change can use knowledge of the people and systems involved to create conditions for constructive engagement of those affected by the change. (Author/MSE)

The director of a college consortium must be a strong leader, whose primary duties range from providing leadership to securing resources and to clearly communicating the consortium's mission. The director must keep in mind that the consortium's work is valuable only to the degree that it eases the load on the individual member institutions and…

An effective college president must be first, foremost, and always an educator. It is his or her task to make decisions that help create the context in which the authentic individual, the civilized citizen, may emerge. (Author/MSE)

Techniques of conflict resolution are discussed as a means of effecting constructive change. The Collegial, Zero-Sum, and Strategic Negotiation models of conflict are outlined, a sequence of necessary resolution steps is presented, and an approach for arbitrating third-party disputes is proposed. (MSE)