Higher education has changed significantly over the past 50 years, and the individuals who provide leadership for these institutions has similarly changed. The pathway to the college presidency, once the domain of academic administration, has diversified as an increasing number of development officers, student affairs and enrollment management…

The continuing importance of data analytics is not lost on higher education leaders, who face a multitude of challenges, including increasing operating costs, dwindling state support, limits to tuition increases, and increased competition from the for-profit sector. To navigate these challenges, savvy leaders must leverage data to make sound…

Administrators in higher-education institutions are faced with an often-conflicting landscape of laws, court cases, adopted practices, rules of thumb, and folk wisdom related to copyright concerns on their campuses. Ask any ten faculty member and receive ten different responses about what constitutes fair use, who owns content created for courses,…

Suggests strategies for developing a new college president's image, including thorough preparation; immediate contacts with trustees, students, faculty members, alumni, and key community figures; a focus on early successes in the key areas of fund raising and student recruitment; developing an on-campus presence; and strategic time management. (DB)

Calls for more effective management of the governance process. Reviews models of governance systems and offers suggestions for effective governance. Includes a checklist of questions to be asked of those responsible for governance systems in community colleges. (DMM)

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)

Planning for a successful transition to a new college administration is divided into four phases: (1) preparing for the announcement of a new leader; (2) making the formal presentation; (3) getting acquainted and introducing the president to others; and (4) creating regular opportunities for ongoing communication with all constituencies. (MSE)

When academic officers must settle conflicts, knowledge of the law is insufficient. Advice of counsel and formulations of law cannot substitute for their frequent and confident articulation and interpretation of well-understood professional values, because they are responsible for assuring the integrity and quality of educational programs. (MSE)

A discussion of the concept of professional practice for higher education institutions draws on organizational theory to examine the nature of higher education institutions, the use of power and influence, and the administrator's role. Some aspects of administrative practice requiring administrative attention include organizational instruments,…

Explores the roles of community college trustees and how and why these roles have changed in the past decade. Examines the external pressures that affect the behavior of boards of trustees and the relationship between boards and chief executive officers. (DMM)

Formal college and university marketing programs are challenging to develop and implement because of the complexity of the marketing mix, the perceived inappropriateness of a traditional marketing officer, the number of diverse groups with input, the uniqueness of higher education institutions, and the difficulty in identifying higher education…

This guide is intended to assist members of governing bodies of universities and colleges of higher education in England, Wales, and Northern Ireland in the performance of their duties. The guide is divided into two parts. Part 1 is concerned with the role of the governing body. It outlines the legal status of institutions and their structures of…

Discusses the need for alumni directors to have a good working relationship with their college or university chief executive officer (CEO). Alumni directors need to increase their visibility, meet with the CEO on a regular basis, show results, plan around the CEO's schedule, and mediate conflicts between alumni and the CEO. (MDM)

In studies of leadership in college and university administration, the role of women administrators, particularly deans of women, has been largely overlooked. By retracing the roles of women deans and their work, including research, a new appreciation for women in higher education in the first half of the twentieth century can be gained. (MSE)

The role of the University Visitor, whose traditional function is to mediate conflict within a university and contribute to its governance, is examined in the context of Australian higher education. Medieval English ecclesiastical origins of the office are described, and calls for abolition are examined. It is argued that the office should be…