University governance is an essential but complex phenomenon, even in countries where institutional-level governance has a long and strong tradition. After the dissolution of the USSR, each of the 15 former Soviet countries developed their own university governance system and this groundbreaking book explores how these countries evolved from the 'common start' of a unified and tightly controlled higher education system, to shaping their own paths in higher education. Each chapter explores a different country, allowing university governance models to be compared and contrasted. The countries provide examples of a variety of different governance models – state-extended, academic focused, internal/external and civic – and the book highlights the advantages and disadvantages of each relative to their context. It also presents innovative frameworks to understand governance effectiveness in terms of autonomy, competition, and capacity. It is essential reading for researchers, students, and policy makers. This title is also available as open access on Cambridge Core.

This series of essays written for trustees and administrative leaders of universities and colleges draws on the authors’ extensive consulting experience, research into the dynamics of boards, and service as trustees, to focus on practical insights that will help readers improve governance. The authors have contributed a series of essays on governing well to Inside Higher Education, which formed the inspiration for this volume. The primary aim of the book is to provide insight that boards can use to enhance their governing practices. Our take is not a “how to do� book but rather one on “how to think.� Our basic premise is that too many boards are underperforming because they adopt or continue ineffective practices. However, thinking in more intentional if not new ways about not only what they do as boards, but how they go about their efforts, will help boards add value to the institutions and state systems they govern. We use thought provoking-titles and a conversational tone to engage the readers, get them to reflect on their work, and broaden their horizons.

This series of essays written for trustees and administrative leaders of universities and colleges draws on the authors' extensive consulting experience, research into the dynamics of boards, and service as trustees, to focus on practical insights that will help readers improve governance. The authors have contributed a series of essays on governing well to Inside Higher Education, which formed the inspiration for this volume. The primary aim of the book is to provide insight that boards can use to enhance their governing practices. Our take is not a "how to do" book but rather one on "how to think." Our basic premise is that too many boards are underperforming because they adopt or continue ineffective practices. However, thinking in more intentional if not new ways about not only what they do as boards, but how they go about their efforts, will help boards add value to the institutions and state systems they govern. We use thought provoking-titles and a conversational tone to engage the readers, get them to reflect on their work, and broaden their horizons.

Peter Eckel and Adrianna Kezar have written this book to offer insight to campus leaders who face transformational change to help them mount a proactive, rather than a reactive, process to effect transformation. They believe that most institutional leaders have little to no experience with implementing large-scale change and lack a solid literature base upon which to rely. Although some scholarship exists on the content of change or change outcomes and conditions, very little information is available concerning the process through which leaders must go to bring about change and particularly transformational change. Based upon empirical data, this book offers practical, specific advice for leaders faced with attempting to implement deep and pervasive change. Taking the Reins is based on the ACE Project on Leadership and Institutional Transformation, a five-year effort funded by the W. K. Kellogg Foundation involving 23 diverse institutions working on transformational change. This book focuses on a sub-set of six institutions that had made the most significant change at the end of five years. The key findings of the study include an identified set of core change strategies, the interrelationship among these strategies, the importance of helping people think differently, and the need for sensitivity to institutional culture. The authors formulate a coherent model, which they call the Mobile Model of Change. The mobile is used as a metaphor for the process of transformational change because it illustrates how the identified change strategies work together. The audience for this book includes presidents and provosts, deans, and department chairs and faculty committee chairs, as well as other campus administrators. Other potential readers include higher education scholars and leadership development programs that incorporate modules on change management."