A number of institutions of higher education, recognizing the potential for reaching new student markets and the opportunities to meet a number of institutional goals, invested significant resources to build
There are probably few tools we can use in academic leadership that seem less interesting than a checklist. We may sometimes even refer to checklists as though they were akin
Many of our colleges and universities use the External Program Review (EPR) as an independent assessment of overall quality. These reviews typically take place every five to 10 years, with
It is quite possible that the three largest explosions you can create occur if you drop an atomic bomb, set off a hydrogen bomb, or utter the words “students are
Sometimes faculty development programs are inherited by an academic leader, and other times they have to be built. In either case the academic leader needs to heed some wisdom from
For at least three decades, the myth of a lack of diversity in the faculty pipeline has lingered in academic circles. And surprisingly, the role of the department chair in
At Georgia College & State University, each academic unit was tasked in 2011 with developing a new faculty evaluation system. We were instructed to create an instrument that had both
“The success, stability, and morale of an academic department largely depend on its faculty.” This is according to Thomas Weidner, chairperson of the School of Physical Education, Sport, and Exercise
Although not often in mind at the outset of life as an academic department chair, the time will come for all academic department chairs to exit their administrative roles. What
A recent phenomenon practiced by a number of successful businesses, but almost unknown at colleges and universities, is the creation of a position known as chief listening officer (CLO). The
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