Finding an appropriate policy for setting presidents' pay is elusive, given the dubious nature of salary comparisons. In this article, the author suggests that trustees should determine the president's worth by considering the institution's interests, the limited talent pool, and the multiple demands of the job. He contends that institutions…

The president of George Washington University predicts that the evolution in the role of college and university presidents--from ceremonial figure to fund raiser, public relations troubleshooter, and more--will continue, citing institutions' persistent need to find ever newer, fresher, and more abundant ways of connecting with society. (EV)

Unlike most businesses, universities are both capital-and labor-intensive; yet contrary to standard business practice, they wring the most use and value out of their plants and payrolls for fewer than seven months a year. University presidents may appear to be very much like chief executive officers, but their powers to change course--or even a…

Financial misdeeds, athletics scandals, and votes of "no confidence." How does a president escape all of these and hold office for the long haul? And "why" does one serve for an extensive term? In this article, the author explores these questions as he looks back on his long tenure at The George Washington University. He…

A president must seek to influence the ethics of higher education by pursuing the roles left open to them. These roles are identified: set an example, serve as a true marketer--conveying guidance from "outside" to inside" and vice versa, and demonstrate a concern for the feeling of students. (MLW)

The multiple and demanding roles of the college president are examined, particularly as sources of personal and professional stress. It is concluded that the importance of the president's job in the current world context, and the positive impact the administrator can have, justify taking on those pressures and challenges. (MSE)

Offers five suggestions to college presidents for enhancing the college-community relationship: attending most community or neighborhood meetings to which invited; having the public affairs staff build a mailing list of community representatives; being prepared to do special favors; building an institutional tradition of community service; and…

In this article, the author explains that the distinction between leaders and managers is a false one: leaders must manage their personnel and resources, and managers need to lead the people who work for them. He describes the ways in which this is true for a university president, sharing his personal experiences as the president of George…

This collection of writings and speeches focuses on the current state of higher education in the United States, based largely on the experience of the president of the George Washington University (GWU) for the past 10 years. Individual selections focus on teaching effectiveness and the need for academic change; searching for perspective in a…

A university president outlines basic rules for chief development officers to work effectively with the institution's leader. Desirable qualities include loyalty, honesty, shared enthusiasm, assertiveness, efficiency, ability to provide support, good program management, ability to work alone as well as with the president, good focus, and…