When the Board of Regents of the Nevada System of Higher Education named James E. Rogers, the system's largest benefactor, as state chancellor in May 2004, they were looking for a strong leader who could stanch a torrent of ethics problems, end backbiting among the state's eight public colleges and the board's own members, and repair the system's battered public image. This article deals with Nevada's struggle to balance the roles of university boards and systemwide or institutional leaders. In this article, the author talks about the issues that Mr. Rogers is involved. He is accused of exceeding his authority in hiring decisions despite his dynamic leadership and accessibility.