In the June 2018 issue of Academic Leader, I covered questions that new chairs may wish to ask their supervisor, presumably the dean. Armed with basic information on the sources
Much has been written about academic department chairs who come into their administrative positions with no formal training and essentially must learn on the job. This oversight is particularly critical
Most definitions of “entrepreneur” include the notion of risking something to earn something of greater value. In the business world, both risk and reward are often capital (investment that generates
The world of higher education is one where advocacy plays out on a daily basis. We see it at the lowest professional levels of our institutions, where faculty are advocates
Among the top 10 stressors in a national survey of academic chairpersons (Gmelch et al., 2017) are too little time for research/scholarship and excessive workloads. These related issues are likely
For the past two months, we have examined some of the key habits of successful academic administrators. This final installment shares some additional habits.
Last month, we discussed some of the key habits of successful academic administrators. This second installment shares some additional habits.
There are many habits that make for administrative success. In my experience, administrators who exhibit most or all the traits discussed here, along with a strong work ethic, energy, an
Having a commitment to continuous improvement is an essential characteristic for effective department leadership (Lees et al. 2009). The process of making changes, both incremental and sweeping, that generate better
In the past, student retention was a concern primarily at institutions where rates of retention were at the low end of the spectrum. These institutions were mostly urban public universities
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