In this chapter, the experiences of mid-level business and finance staff positions in private colleges are explored to illuminate how they engage the campus environment as they help navigate their institutional fiscal vitality through the lens of empowerment theory. Through qualitative interviewers, findings include how they negotiate shared…

There is limited research on how postsecondary institutions prepare to become HSIs. This chapter examines organizational change through a group of emerging HSIs and their governance, policy, and leadership.

The chapters in this volume, in addition to the follow-up survey described in this chapter, constitute a study of the way adult education programs in small private colleges and universities relate to the institutions of which they are a part. The chapters not only present many variations of organizational relationships but also reveal some common…

The Lipscomb University Adult Degree Program exemplifies how a centralized governance system can benefit nontraditional college students and promote cross-departmental interactions. The two-person staff of the adult program at Lipscomb University envisions a number of potential benefits of having a much larger staff. However, such a programmatic…

Eastern Mennonite University's adult program uses a hybrid governance structure. Functions separated from the traditional program include marketing, admissions, and student advising. Functions that remain connected to the traditional program include the registrar, financial aid, and student business accounts.

Adult degree programs have been seen as a win-win solution for private colleges and adult learners, but their innovative and often-entrepreneurial postures are not a natural fit with governance structures in more traditional institutions. Through narrative and illustrative vignettes, this chapter presents an overview of efforts employed by some…

Over the past twenty years, economic conditions, deteriorating public support, governmental and societal demands for accountability, and greater numbers of students from historically underrepresented groups have increased pressures on colleges and universities to provide a meaningful education to students while meeting ever increasing expectations…

Higher education has relied on the power of collaborative decision making on college and university campuses through the model of shared governance since the early 1900s. However, the principles of shared governance are now more thoroughly tested than ever before. In response to these simultaneous pressures and challenges, the leadership of…

Bethel University in St. Paul, Minnesota, comprises three primary units that each serve a distinct population: the College of Arts and Sciences (CAS) is a residential college for roughly 2,800 traditional-age undergraduates; the College of Adult and Professional Studies and Graduate School (CAPS/GS) serves roughly 2,200 adult learners at both the…

North Park University's adult program has moved steadily from a centralized governance structure toward a more distributed structure in many ways. The School of Adult Learning hires its own faculty, some of whom are full time in the adult program. The school also has autonomy over academic policy. Ultimately, this academic autonomy has fostered…

American higher education is afflicted by a condition of successful failure. In terms of academic knowledge production, America's colleges and universities are success stories, yet there is a disturbing neglect of the civic life eroding all around Americans. At a time of widespread public distrust of politics, institutions, and officials, a time…

Universities have been attracted to the creation of international branch campuses (IBCs) for many reasons, including cultural immersion of students and faculty and global brand recognition for a university seeking to enhance its reputation and strengthen its academic standards. This chapter provides specific advice for how IBCs can negotiate entry…

For the last five years, the Higgins School of Humanities has worked to develop a culture of dialogue at Clark University through its Difficult Dialogues Initiative. People know that genuine communication, creative collaboration, and effective problem solving are necessary to address the challenges they face as a nation and world; a renewed…

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…

This chapter examines the principles of shared governance and shared leadership, including the obstacles to achieving those ideals. It then offers examples of deliberation and dialogue in concrete governance challenges. The chapter concludes with a series of questions that a campus might use to assess its own shared governance practices and to…