Do you work for a dean, provost, president, or department chair who belittles you regularly? Or someone who seems to enjoy criticizing you and brings up your past mistakes? Perhaps
Change is everywhere in higher education (Ceschi et al., 2017; Warr Pedersen et al., 2017). Numerous articles discuss the rate of change, impending changes, and reflection of the changes made
Whoever said “Age ain’t nothing but a number” certainly never served as a division chair. I am equally certain that few division chairs have ever thought, “When I grow up,
As budgets tighten at colleges and universities, academic leaders are repeatedly urged to be more entrepreneurial in their approaches. “It’s time to think outside the box,” we’re told. “Be creative.
Faculty scholarly engagement is necessary for accreditation, rank and tenure, and recognition of achievement. The importance and value of faculty scholarship are clear, yet defining what to accept and how
In part 1 of the current series we discussed the dean’s setting aside time to meet one-on-one with chairs to aid in their development as chairs, address ad hoc concerns,
The signs of a fundamental shift in the attitudes, motivations, and learning expectations of students deciding where to attend college or university are well established. Due to rising costs (e.g.,
For many institutions, attracting quality subject matter experts (SMEs) for curriculum and course design is challenging under the best circumstances. Budgetary constraints often compel institutions to pursue nonmonetary recruitment strategies.
In Part I of this article I offered aspiring leaders in higher education three pointers about how not to approach leadership. In this installment I focus on what leaders should
The president and the provost were talking about their biggest challenge: retention. Between students’ freshman and sophomore years, the college was losing almost 40 percent of its students. For many
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