Given the costs associated with hiring and retaining faculty members, it’s helpful to have detailed data on faculty retention, promotions, and separations. The problem is that this data is not
Often, in an effort to speak persuasively to certain outside stakeholders—legislators, potential donors, business leaders, the general public—leadership quite reasonably uses language tailored to those stakeholders. But what happens when
From the beginning, Georgia Gwinnett College has had a mission of innovation and questioning traditional higher education practices. Launched in 2006, this public four-year liberal arts college has adopted an
When faced with a problem or challenge within your unit, your first inclination might be to immediately look for solutions. Makes sense, right? But when the problem or challenge comes
When one thinks of bullying, recent cases of adolescent victims’ suicides come to mind. But it’s not limited to children. Bullying in the academic workplace has been and continues to
Most of us start out with few, if any, tools in our leadership toolboxes and add resources only as we mature, gain more experience, receive appropriate training, and learn from
Make no mistake about it: any job that requires you to say “No” to people from time to time will cause you to meet resistance. Our lives would be far
The use of contingent faculty continues to increase throughout higher education. Given the important role they play, it makes sense to consider what can be done to improve their working
Today’s chief academic officers are uniquely positioned to help their colleges build and take full advantage of their most important asset—a differentiated curriculum that is valued by the marketplace. Doing
Higher education faculty members have competing (and sometimes conflicting) responsibilities such as research and scholarship; securing external funding; service to the department, campus, and the local community; academic advising; supervising
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