In these financially challenging times, chief executive officers of today's colleges and universities are expected to serve as their institutions' lead fundraisers. Still, many presidents remain uncomfortable in this essential role. With wisdom and insight, Rita Bornstein offers advice on how to identify, cultivate, and successfully solicit gifts…

Shared governance is a basic tenet of higher education and is frequently referred to. For shared governance to be successful, board members, administrators, and faculty members must learn to have respect for and confidence in each other, acting inclusively, transparently, and responsibly. Boards need to be active and involved, participating in…

Today, many colleges and universities, both public and private, are in serious financial straits. What kind of leaders then are needed in this challenging higher-education environment? The Association of Governing Boards of Universities and Colleges issued a report a couple years ago that introduced the concept of "Integral Leadership." The report…

The appointment of Drew Gilpin to the Harvard presidency earlier this year occasioned a plethora of news and opinion articles around the country. Although the number of women presidents has been increasing over the last several decades, the percentage of women in these positions is still small. Harvard's historic appointment of a woman president…

The public holds college and university governing boards accountable for the selection and performance of institutions' presidents, and the simple truth is that boards will not find the leaders they need in the coming years without changing how presidents are prepared and selected. Three factors account for this--the aging of current presidents…

The president of Rollins College says that presidents, in their roles as academic leaders, financial managers, and fund raisers, as well as public intellectuals, civic leaders, and economic development cheerleaders, try to do everything. She invites her colleagues to either accept or re-envision the presidency. (EV)

Stresses the importance of the relationship between the institution's president and its advancement vice president for successful college fund raising. Suggests that a successful external relations program requires expertise, loyalty, and reciprocity in this working relationship. (DB)

Strong relationships between presidents and boards are built on communication, education, transparency, and accountability. Boards that are well educated and informed, involved in establishing policy and strategy, and fully aware of new initiatives will support a president through difficult times. This paper offers a comprehensive, knowledgeable…

For college presidents, concerns about job security reduce freedom to participate in public life. Many presidents seek a low profile. The key to liberating a president to serve society as a public intellectual is for the governing board to explicitly endorse that role. This public role is an appropriate matter for discussion during the…

A survey of 167 college and university presidents found that while the administrators have strong views on controversial political issues or partisan politics, they often do not express them publicly because of their identification with an institution. The dissonance between personal feelings and public role creates serious inner conflict, a topic…

Today's college presidents are often faulted for not speaking out on important public policy issues as their predecessors did, but the circumstances surrounding contemporary presidents make it difficult for them to take personal stands. Results of a survey of 167 presidents indicate when and why presidents take public stands and illuminate the…