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.

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.