By: Patty Payette, PhD, and Allyn Shaw, PhD
An advisory board serves an important role for academic departments, units, and programs: board members are key campus allies who provide leadership, visibility, and advice for your work. “Advisory Boards provide a mechanism for faculty involvement, ownership and buy-in to centers’ institutional change vision,” suggests Susan Gano-Phillips at the University of Michigan–Flint (2010). Usually consisting of campus leaders and advocates, an advisory board is an important “think tank” and source of ideas, expertise, and advice.
By: Jeffrey L. Buller, PhD
One of the best books on how to be an academic leader actually has nothing to do with higher education administration. Daniel Levin’s The Zen Book (Carlsbad, CA: Hay House, 2005) is a combination of introduction to Buddhist practice and guide to daily life. It is also a wonderful summary of principles that are useful to any academic leader. Consider the following.
By: Rob Kelly
Student recruitment is not the exclusive domain of admissions staff. There are many things that department chairs and faculty can do to promote their programs to potential major and minors. In an interview with Academic Leader, Victor Vallo, Jr., chair of the music department at Newberry College, offered the following recruitment techniques at the program level:
By: Larry Edwards
Some of the things that we assume will help us get ahead and be effective as academic leaders may in fact thwart our efforts, alienate colleagues, and lead to burnout. The following is a list of commonly held academic leadership myths and the corresponding truths I’ve learned as an academic leader.
By: Mark J. Carroll
Organizations are often anthropomorphized— attributed with the characteristics of living things. One might describe an organization as strong or weak. Organizations might be said to flourish or wither. They might be said to experience periods of peace or other periods in which they are under attack and in a position of mortal danger. We might describe an organization as a family or as a team. The stock price of a company may be said to dive or to soar. Organizations are said to be born and, sadly, they often die.
By: Dr. Jesus F. Garza and Dr. David A. Probst
The following is a conversation between Dr. David Probst, a senior administrator who is trying to encourage his senior staff to integrate technology into the classroom, and Dr. Jesus Fidelio Garza, a young technology coordinator who uses technology daily.
By: Neil Trotta
To make transformational change, one must take certain considerations into account articles about the topic. There is a gap, however, in information about taking institutions from the undergraduate level to the graduate level. Academic leaders must make the case for adding graduate degrees. Will the institution miss out on the potential market share if they don’t make the jump?
By: Jeffrey L. Buller, PhD
“No, that’s still not what I had in mind. You need to do it over again.” If we ever hear those words (or similar ones) coming out of our own mouths, a bright red flag should go up immediately for one of the following two reasons…
By: Jennifer Patterson Lorenzetti, MS
About 20 years ago, when I first started covering higher education from a journalistic perspective in addition to working in the field, the big discussion was how colleges should function more like businesses. Rather than restricting themselves to an older model that placed the mission of the university in the hands of faculty and administrators who purported to know best what students need to learn and that depended on a great deal of state support to get the job done, institutions should be responsive to their customers, who were increasingly seen to be the student and, to an extent, businesses.