Working at the university level prepares campus employees to deal with a diversity of negative issues and even with crises. COVID-19 did away with the rule book for how to handle university crises as universities fell into the middle of a worldwide pandemic beyond what almost every university employee could have imagined. When administrators first…

Institutions of higher education continue to grapple with how to most effectively meet their diversity, equity, and inclusion (DEI) priorities. Colleges and universities have turned to Chief Diversity Officer (CDO) as the institutional leaders to champion to provide leadership for creating more diverse, equitable and inclusive experiences and…

Prior to the COVID-19 pandemic, higher education leaders in America were navigating a notable shift in the trajectory of the field (Soliday & Lombardi, 2018). The COVID-19 pandemic added urgency to the challenges facing institutions of higher education. For this study, the researcher sought to add to the body of knowledge to better understand…

The purpose of this qualitative research study is to identify role changes that mid- level management (directors) experienced due to COVID-19. The research aims to identify these role changes, the impact of those role changes on the participants, and how they balanced their roles at work and at home. Fourteen directors at private colleges in New…

Objective: This study examined students' perceived levels of coping and need for help, and the relationship with their risks and protective factors during the early stages of the COVID-19 pandemic in Israel. Participants: A sample of 4,710 university students responded anonymously to an online questionnaire. Methods: The risk and protective…

Over the past two decades, suicide rates have been increasing steadily in the United States (Hedeggaard, et al. 2018), which has led to many higher education institutions exploring ways to prevent, intervene, and respond to student suicides. While prevention and intervention are vital components to addressing suicides on college campuses,…

Individual and organizational stress management strategies that have been used by many administrators and managers in academic organizations are described. The need to be a diagnostician as well as an effective decision maker and implementor is discussed. (MLW)

This study examined the process used to accomplish multicampus change and coordination at a large state university and compared the components of the change process to a model to determine if there was a need to modify either the university change process, the model, or both. Data on organizational change were collected through in-depth interviews…

The president of the University of Miami (Florida) at the time of Hurricane Andrew discusses the challenges of coping with widespread campus destruction and the resulting organizational crisis, and offers guidelines for responding rapidly and effectively to the needs and concerns of various constituents. (MSE)

The president of California State University, Northridge, at the time of the 1994 earthquake reflects on the decisions she made following the disaster, concluding that leadership in such a crisis is dependent on an individual's value system and that leadership is seen in performance, not position. Specific examples are discussed, including…

An experienced college president offers 12 suggestions for coping as president: control calendar; keep passion for work; protect health; manage stress in all life areas; make changes one step at a time; stop when reaching limit; pay attention to support system; learn to live comfortably with ambiguity; separate ego from outcomes; control…