The search for a president of Gallaudet University, the only such institution in the world for the deaf, spanned issues of civil rights and university governance. The selection and ultimate rejection of a hearing president occurred because people had different perceptions of what would best serve the university. (MSE)

The formation of a university-based search committee to represent the campus and alumni in the search for a college president is described. Important qualities to consider when searching for a president are identified: leadership style, communication skills, ability to resolve conflicts constructively, and positive self-image. (MLW)

The winnowing of a large number of presidential candidates to a smaller, more manageable group is discussed. Initial screening, candidate information, evaluation form, reference checking, and selecting interviewees are described. (MLW)

According to one trustee-executive, cooperation between the corporation and the campus is possible. He suggests that business does seek the individual, is increasingly more concerned with human and social values, and does need liberal arts graduates. (LBH)

Presidential search committees are seen as typically inexperienced. Some suggestions for a successful presidential search are discussed: identification of needed strengths, communication, narrowing the field, discretion in checking references, supplying information to candidates, preparation for the interview, accommodations, attention to the…

The chairman of a presidential search committee must squander months of time trying to find a candidate who meets impossible requirements, and even then the candidate may back out. (LBH)

The passive character of traditional presidential searches tends to screen out many good candidates. It is suggested that the business executive search model, in which the ideal candidate is aggressively sought out on the job and given evaluation based on rigorous, independent investigation, can be adapted to campus use. (Editor/LBH)

Some qualities to look for in a new president are identified, including educational leadership; commitment to excellence and academic freedom; administrative experience; organizational talent; a capacity for diplomacy; patience and a sense of humor; the ability to talk persuasively; and breadth of view, tolerance, generosity, openness, and…

A survey of the presidents of the South's "best" colleges and universities, as reported by a national news magazine, indicates how presidents use their time, how they predict they will use their time, and what they think is the best preparation for the college presidency. (Author/MSE)

Every presidential search committee should: (1) look first at the critical issues for the institution; (2) develop a preferred qualifications profile, (3) use an administrative rather than academic emphasis in screening, and (4) search for candidates from within the instituton first. (MSE)

Governing boards in search of a college president often look for the wrong kinds of qualifications, such as an earned doctorate, scholarship, and significant administrative experience in higher education. Presidents should be hired for their mental capacities, stamina, and the desire for spiritual rewards. (MSE)

A two-year study of the characteristics of effective college presidents resulted in a profile that shows significant differences between effective and representative administrative styles. (MSE)

Two potentially successful forms of search and selection are distinguished: one using separate committees for search and screening and for selection, and one using a single committee combining membership from the board, faculty, administrators, students, and alumni. Five caveats are offered regardless of committee approach. (MSE)

The presidential team can be very important to the health and well-being of a president because he or she has no other on-campus peer group. The presidential team can provide many of the reinforcements of a professional on-campus peer group for the president. (MLW)