Academic Leadership and Governance of Higher Education : A Guide for Trustees, Leaders, and Aspiring Leaders of Two- and Four-Year Institutions

by Hendrickson, Robert M.; Lane, Jason E.; Harris, James T.; Dorman, Richard H.; Ikenberry, Stanley O.

• ISBN13: 9781579224813
• ISBN10: 1579224814
• Edition: 1st
• Format: Hardcover
• Copyright: 2012-11-30
• Publisher: Stylus Pub Llc

Summary

To meet the new and rapidly changing demands facing today's higher education managers and leaders from department chairs to trustees this book offers guidance on how to effectively discharge their responsibilities and how to develop their skills for managing their relationships with internal and external stakeholders. It also provides a broad understanding of the structure and functions of their institution and of the appropriate loci of decision-making. The authors go beyond the positions of leadership to emphasize the qualities of creativity, commitment, collaboration, delegation and courage that are essential to steer a unit, college or university through successful and enduring change Recognizing that the hallmark of higher education in the United States is a diversity of institutional types, this book enables the reader to relate issues of environment, organization and management to his or her specific institution, from not only the presidential perspective, but from the vantage point of trustees, provosts, vice presidents, deans, and department heads. By covering all these functions-as well as the role of external stakeholders-in a single volume, this book offers readers a comprehensive view of how institutions respond to external forces and internal issues, and how these impact organizational structure, functions and decision-making in their roles, and the institution at large. The book is informed by these three essential principles: Sound institutional decisions must be based on a clearly articulated mission and set of core values; Successful institutional adaptation to a changed environment must be grounded and aligned with the fundamental mission and core values; and Successful academic leaders must be able to create and foster partnerships, bringing diverse individuals and interests together around a shared vision and mission grounded in common values. This handbook is divided into five units. The first introduces the reader to the scholarly field of higher education and establishes the contextual framework for the rest of the book. The second investigates the multifaceted and often complex relationships that exist between institutions of higher learning and the external constituencies. The third focuses how college and university presidents and their board of trustees keep an institutional mission focused while adapting to changes in the environment, while the fourth analyzes how colleges and universities fulfill their core mission through shared democratic partnerships. The concluding unit concerns how effective academic leaders implement their institution's academic mission. Both scholarly and accessible, this book is intended to be of interest to a broad audience, ranging from graduate students in higher education administration programs to members of institutional governing boards, and everyone in leadership positions in between. All of the authors have completed graduate work in a higher education administration program, and collectively have had experience with academic administration at every level through to the university presidency. Two of the authors are currently faculty in leading higher programs teaching classes in administration and organizational theory and have published widely in the scholarly field. One has been a member of a governing board.

Table of Contents

Acknowledgments	p. xv
Foreword	p. xix
Academic Leadership and Its Consequences	p. xix
Introduction	p. 1
Three Essential Principles	p. 2
Organization of This Book	p. 3
History, Politics, Globalization, and Organizational Theory in Higher Education	p. 5
Principles of Academic Leadership	p. 7
Conflicting Goals, Ambiguous Aims	p. 8
Importance of Being Mission Driven	p. 9
Adjusting to an Ever-Changing Environment	p. 11
Importance of Democratic Partnerships in Advancing the Academy	p. 13
Understanding Academic Organizations	p. 18
Academic Institutions as Organizations: History, Typology, and Characteristics	p. 20
Historical Development of the Academic Institution	p. 21
The Nature of Organizations	p. 24
Environment	p. 24
Strategy and Goals	p. 25
Work and Technology	p. 25
Formal and Informal Structures	p. 26
People	p. 26
Organizational Boundaries and Systems	p. 27
The Study of Academic Organizations	p. 28
Theories About Academic Organizations	p. 29
Organized Anarchy	p. 29
Loosely Coupled Systems	p. 29
Professional Bureaucracy/Adhocracy	p. 30
Characteristics of Academic Organizations	p. 31
Goal Ambiguity	p. 31
Client-Focused Missions	p. 32
Highly Professionalized Staff	p. 32
Unclear Decision-Making Processes	p. 33
Environmental Vulnerability	p. 33
Organizational Culture and Climate in Higher Education	p. 34
Operating Structures of Colleges and Universities: Administrative Units and Governance Models	p. 37
Administrative Units	p. 38
Academic Affairs	p. 38
Athletics	p. 39
Auxiliary Services	p. 40
Finance and Administration	p. 40
Facilities Management	p. 40
Institutional Development	p. 40
Student Affairs	p. 41
Other Units	p. 41
Models of Academic Governance	p. 42
The Bureaucratic Model	p. 42
The Collegial Model	p. 43
The Political Model	p. 44
Decision Making and Academic Leadership	p. 46
Leading in a Bifurcated Organization	p. 47
Decision Making in Academic Organizations	p. 49
Learning to Frame Situations	p. 50
Conclusion	p. 52
Global Engagement of Colleges and Universities	p. 56
Global Growth and Importance of Higher Education	p. 59
Defining Terminology	p. 62
Organizing the Internationalization of Colleges and Universities	p. 65
Types of Mobility: Students, Faculty, Programs, and Institutions	p. 68
Students	p. 69
Faculty	p. 70
Programs	p. 71
Institutions	p. 72
Accreditation and Federal Regulations	p. 73
Accreditation	p. 73
Study Abroad Liability	p. 74
Federal Financial Aid	p. 75
SEVIS Program	p. 76
Export Control Laws	p. 76
Conclusion	p. 77
External Constituencies	p. 83
Federal Engagement in Higher Education	p. 87
The Evolution of Federal Engagement in Higher Education	p. 89
Primary Areas of Federal Engagement	p. 94
Access	p. 96
Accountability and Oversight	p. 97
Research and Innovation	p. 100
Institutional Development	p. 102
International Engagements	p. 104
Primary Departments and Agencies for Federal Engagement	p. 105
Department of Agriculture	p. 106
Department of Energy	p. 106
Department of Defense	p. 107
National Institutes of Health	p. 107
National Science Foundation	p. 108
The Future of Federal Involvement	p. 108
State and Local Governments' Relationship With Higher Education	p. 113
State Actors and Institutions	p. 114
Government Actors	p. 114
Legislative Branch	p. 114
Executive Branch	p. 116
Nongovernmental Actors	p. 117
State Governance of Higher Education	p. 118
Governing Boards	p. 119
Coordinating Boards	p. 121
Community College Governance	p. 122
Institutional Licensure	p. 123
Quality Assurance and Accountability	p. 126
State Funding	p. 127
State Aid to Students	p. 128
State Support of Private Institutions	p. 129
Future Issues	p. 131
The Courts and Higher Education	p. 138
The Legal System in the United States	p. 139
The Courts' Historical Involvement With Higher Education	p. 139
Federalism and State Authority in Public Education	p. 141
Student Issues	p. 143
Student Due Process Rights	p. 144
Academic Dismissal	p. 146
Discrimination in Admissions	p. 146
Gender Discrimination	p. 149
Faculty Employment Issues	p. 149
Academic Freedom and First Amendment Speech	p. 150
Academic Freedom	p. 150
First Amendment Employee Rights	p. 151
Disruptive Speech	p. 151
Faculty Contracts	p. 152
Denial of Tenure	p. 153
Tenure and Termination for Cause	p. 155
Collective Bargaining	p. 156
Employment Discrimination	p. 157
Title VII of the Civil Rights Act of 1964	p. 158
Disparate Impact	p. 158
Disparate Treatment	p. 159
Retaliation	p. 160
Title VII Summary	p. 160
Equal Pay Act of 1963	p. 160
Equal Pay Class Action Suits	p. 162
Age Discrimination	p. 163
Discrimination Based on a Disability	p. 164
Sexual Harassment	p. 165
Hostile Work Environment	p. 166
Quid Pro Quo Sexual Harassment	p. 167
Tide IX of the Education Amendments of 1972	p. 168
Legal Issues and Board Governance	p. 168
Board Member Selection	p. 169
Fiduciary Duty	p. 170
Open Meeting and Sunshine Laws	p. 170
Conclusion	p. 171
The Engaged College or University
Three Educational Movements	p. 181
Educating Responsible Citizens	p. 181
Service-Learning and Community-Based Learning	p. 186
Engaging the Community Through Democratic Partnerships	p. 191
External Influences and the Role of Supporting Organizations	p. 199
Evaluation and the Role of Accrediting Bodies	p. 201
Membership Organizations	p. 208
Regional Compacts	p. 208
Consortia	p. 209
Institutional Membership Organizations	p. 211
Professional Membership Organizations	p. 213
Foundations	p. 214
Conclusion	p. 217
The Boundary Spanners	p. 219
Trusteeship	p. 221
Historical Foundations of Lay Governance	p. 223
Public, Private, and Coordinating Boards	p. 225
Roles and Responsibilities of Governing Boards	p. 227
Ensuring Outstanding Leadership	p. 229
Articulating the Institution's Mission	p. 232
Maintaining Financial Solvency	p. 232
External Relations	p. 233
Self-Assessment	p. 234
Board Effectiveness	p. 236
Future Challenges	p. 240
The Academic Presidency	p. 243
Increasing Demand and Diminishing Interest	p. 244
The Changing Nature of the Academic Presidency	p. 245
The Role of the Academic President	p. 248
Demonstrating Respect for Mission and Culture	p. 250
Using Symbols to Advance Institutional Objectives	p. 253
Shared Governance: The Creation of Democratic Partnerships	p. 255
Integral Leadership and Emotional Competency	p. 258
Developing and Retaining Academic Presidents	p. 261
The Future of the Academic Presidency	p. 264
The Academic Core	p. 267
Governance of the Academic Core	p. 269
The Concept of Shared Governance	p. 270
Shared Governance Versus Corporate Governance	p. 272
The Faculty Senate in Shared Governance	p. 275
The CAO	p. 277
Academic Deans	p. 279
Responsibilities of Academic Leaders	p. 281
Curriculum Coordination and Planning	p. 282
Governance and Research Policy	p. 283
Developing Interdisciplinary Collaboration	p. 284
Conclusion	p. 286
Academic Departments and Departmental Leadership	p. 290
The Nature of Academic Departments	p. 290
Departments as Systems	p. 291
Departmental Culture and Climate	p. 293
The Role of the Department Chair and Leadership	p. 294
Department Chairs and Department Heads	p. 294
The Department Chair s Role	p. 295
Creating a Culture of Adaptation and Change	p. 296
Developing a Shared Vision and Mission	p. 296
Embracing Conflict Toward Problem Resolution	p. 297
Developing an Academic and Intellectual Community	p. 298
Fostering Growth and Professional Development	p. 298
Developing Evaluation Processes and Strategic Plans	p. 299
Department Faculty	p. 299
Recruiting and Hiring	p. 299
Annual Reviews	p. 301
Promotion and Tenure	p. 303
Posttenure Review	p. 304
Fostering the Academic Work of the Department	p. 305
Conclusion	p. 306
The Faculty	p. 311
Cultural Influences on Faculty Work	p. 311
The Faculty's Institutional Role	p. 312
The Nature of Faculty Work	p. 315
The Changing Nature of the Faculty Position	p. 316
Contingent Versus Tenure-Track Faculty	p. 316
Faculty Demographics	p. 319
Faculty Retirements	p. 321
Faculty Employment Issues	p. 322
A Faculty Employment Plan	p. 322
Discrimination in Employment	p. 323
Academic Freedom and the First Amendment	p. 324
Faculty Governance	p. 326
Faculty Reward Structures	p. 326
Annual Reviews and Merit Pay	p. 326
Promotion and Tenure	p. 327
Posttenure Review	p. 329
Faculty Development	p. 330
Faculty and Civic Engagement	p. 330
Enhancing Teaching and Learning Through Technology	p. 331
Conclusion	p. 332
Implementation of the Academic Mission	p. 339
The Student Experience	p. 341
College Students in the 21st Century	p. 342
The Purpose of Education	p. 344
Historical Considerations	p. 347
Theories of Student Development	p. 350
Student Development and the Curriculum	p. 354
General Education	p. 354
The Academic Plan	p. 359
Student Development and Persistence	p. 360
Student Development and the Cocurriculum	p. 363
The College Experience and Student Change	p. 366
Conclusion	p. 368
Planning, Assessment, and Budgeting	p. 374
National Priorities and Higher Education's Response	p. 375
The Growing Need for Strategic Planning and Accountability	p. 376
A Sense of Purpose and a Deliberate Process	p. 378
Developing an Appropriate Planning Model	p. 380
Developing a Culture of Evidence: The Value of Assessment	p. 384
Linking Planning and Assessment to Budgeting	p. 387
Conclusion	p. 389
About the Authors	p. 393
Index	p. 397
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