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 professionals, and even politicians have become common in the role. It is important to understand who the presidents are in the current environment and the challenges they face. Challenges such as dealing with the COVID-19 pandemic, enrollment shortfalls, Title IX, and athletic scandals have risen to the forefront and have contributed to the issues and role of college and university leadership. The Handbook of Research on the Changing Role of College and University Leadership provides important research on the topic of college and university leadership, especially focusing on the changing role of the college president. The chapters discuss college leadership as it is now and how it will evolve into the future. Topics included are the role of the president at various types of universities, their involvement within university functions and activities, and the duties they must carry out and challenges they face. This book is ideal for professionals and researchers working in higher education, including faculty members who specialize in education, public administration, the social sciences, and management, along with teachers, administrators, teacher educators, practitioners, researchers, academicians, and students who are interested in college and university leadership and how this role is transforming.

In response to the COVID-19 pandemic, universities around the globe have taken numerous extraordinary measures and implemented many changes to their strategic, operational, and academic activities. Currently, there is a transformation taking place from the emergency decision-making in the early stages of the pandemic towards reflection and resolution on how the past months can shape governance and strategy. Higher education institutions have been facing challenges with the alignment of their university governance for their strategic and operational plans. Presently, university leaders have prioritized risk management and financial management over all else. Unfortunately, due to these priorities, university responses to the pandemic took the top-down approach of management, rejecting the shared governance structures and collegial practices of the institutions. The pandemic has accelerated the openness to change by creating an emergency or steering response team led by university presidents and provosts, with sub-teams focusing on operations and other academic advisory groups working together to deal with the fast-rising scenarios. The consequence is a clear flow of information and strong communication across the institution, which sequentially builds on mechanisms to respond to the secondary effects of the pandemic. Moreover, higher education institutions are continuously facing challenges with their strategic alignment of business objectives in order to have a diverse educational system in response to the pandemic. Assessing University Governance and Policies in Relation to the COVID-19 Pandemic presents the latest research and studies investigating information on university governance and adapting previous, existing, and proposed models for the current pandemic. This book is comprised of chapters contributed by various leading international authors to discuss and analyze all aspects of university governance in relation to their impact on strategies in finance, sustainability, academic issues, research, faculty and students, leadership, campus, employment and recruitments, and more. This is an essential text for university presidents, strategic planning authorities in universities, college deans and academic department chairpersons, government authorities and policymakers, researchers, students, and academicians.

This book creatively redefines how teacher educators and faculty in secondary and post-secondary language education can become designers with intercultural education in mind. The author aligns theoretical frameworks with practical features for revising the modern language curriculum via themes and novel tasks that transfer language learning from classroom to community, developing communicative competence for mediation and learner autonomy along the way. For novice and experienced instructors alike, this book empowers them to: - design curriculum from transferable concepts that are worthy of understanding and have value within the culture(s) and to the learner; - develop assessments that ask the learner to solve problems, and create products that transfer concepts or address needs of various audiences that they will encounter in community, life, and work; - direct language learners through a spiral, articulated program that supports academic, career and personal goals. Pedagogical features include a glossary of key terms, research-to-practice boxes, scaffolded design tasks, reflection questions and template samples representing language exemplars from the following languages and cultures: Arabic, Chinese, Ede Yoruba, French, German, Hindi, Italian, Japanese, Korean, Ladino, Nahuatl, Portuguese, Russian, Spanish, Te Reo Maori and Urdu. The accompanying online resources offer blank templates, PowerPoints and guides for designing bespoke curricula with key performance assessments.