A presidential code of conduct is needed more today than ever before. College and university presidents are being required to do more without the proper training to succeed. Presidents from outside the academy enter academia with normative patterns and codes of conduct that served them well in their previous occupations but now have the potential…

The concept of actively leading constituents, internal and external, is second nature to many university administrators in most areas, except one: fundraising. For many university presidents and academic deans, it's a part of the job that is not well defined or well understood. They know there is an expectation that private funds will flow into…

The exit and entry of executive leadership presents a powerful moment. In the exit of leadership, an institution must reflect on both successes and failures. With a contentious exit, as was the case of John Bowen at Nelson College, which is presented in this chapter, the organization needs to understand what precipitated the call for change and…

The College of William and Mary (Williamsburg, Virginia) found itself at a crossroads in 2005. Their long-popular president Timothy J. Sullivan was retiring after 13 years at the helm of the world's second oldest institution of higher education (Petkofsky, 2004). Long known as a bastion of conservatism, William and Mary could now change their…

The expected turbulent environment in the 1990s for higher education requires well-oriented, educated, and active governing boards. Suggestions based on interviews with over 120 college trustees and presidents are offered in the areas of trustee orientation, trustee education, group development, campus governance, and strategic planning. (MLW)

The chapter examines the characteristics of effective academic administrators and the pathways to and from an academic administrative position from the faculty member's perspective.

Managing and shaping the ascent of one's own career comes through understanding that what goes up must come down and that satisfaction in the experience is determined by recognizing the moment of balance.

Some conceptual frameworks guide the work of university administrators, informing effective hiring, planning, and budgeting.

The author explores his insights and lessons learned during service as a dean at two business schools.

The transition from faculty to administration is a cultural as well as organizational shift.

A number of challenges mark the transition from full-time faculty member to academic administrator.

This recounting of the author's journey through a career as a faculty member and in various administrative positions offers lessons learned along the way.

Whereas the new administrator will seek to become comfortable and effective in a leadership role, former administrators back on the faculty will find the change of position and pace unsettling again.