Broad-based, inclusive decision-making is the historical foundation for determining what should and can be taught, how institutions should grow, and who should become a part of the academic community. This text brings together authors to examine faculty governance from a historical perspective, tracing trends and common themes to the present day. It offers real-life strategies for building shared decision-making environments. Chapters deal with how governance is defined and utilized, different aspects of internal governance performance, the relationships between administrators and faculty, the roles that middle managers play, and how faculty leaders arise and communicate with their administrative counterparts. This book is divided into three parts. Part I, The Context, contains the following: (1) Historical Overview of Faculty Governance in Higher Education (Vicki J. Rosser); (2) The National Scene: Faculty Involvement in Governance (Kang Bai); and (3) The College Trustees' Role in Academic Governance (Houston Davis). Part II, Governance within the Academic Organization, contains the following: (4) Leadership in Faculty Governance: Choice, Mandate, and Default (Michael T. Miller and Myron L. Pope); (5) Path Analysis and Power Rating of Communication Channels in a Faculty Senate Setting (Michael T. Miller, Carl Williams, and Brian J. Garavalia); (6) Faculty Governance in the Academic Department: The Role of the Chair (Steve Vacik); and (7) The Relationship between Faculty and Academic Administration in Governance Functions (Kenneth W. Borland). Part III, Governance Issues and Trends, contains the following: (8) Academic Governance and Fiction (Ethan Heinen and Julie A. Caplow); (9) Faculty Governance in Community Colleges: A Distinct Perspective of Broad-Based Decision Making (Myron L. Pope); (10) Involving Faculty Members in Institutional Fundraising (Thomas Bila); and (11) Conclusion (Michael T. Miller).