Leading an institution of higher education requires an
understanding of the responsibilities of the position, the
diversity of its constituencies, and the complexity of the
environment. This volume describes the structure and function of
campus leadership and the interests of constituent groups as well
as offering practical suggestions and advice on succeeding in the
position. Organized by first describing the position, then
explaining interactions with internal and external constituent
groups and the organizational structure within the university, and
finally discussing situations and behaviors with which a president
or chancellor must deal, the book offers specific suggestions and
tips for dealing with real situations. The average tenure of a
primary campus leader is fewer than five years. Effecting authentic
change in higher education requires a longer time horizon. This
volume may help leaders to persevere and manage productive change.
General
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