By: Rob Kelly
Succession planning, or targeted leadership development, is not very common in higher education institutions, perhaps because of the corporate cronyism it often calls to mind. Certainly, the values and hiring practices in higher education are inconsistent with the “good ol’ boy” network found in the corporate sector, but perhaps higher education institutions could apply some of the more benign aspects of succession planning to minimize disruptions associated with leadership change, preserve institutional memory, and make full use of the talents within the institution.
By: Jeffrey L. Buller, PhD
With the spate of books and articles that deal with the issue of incivility in higher education, it’s easy to conclude that destructive disharmony is the single biggest problem facing colleges and universities today. To be sure, lack of collegiality has become a significant challenge, and nearly every academic leader can recall at least one department or college that became increasingly dysfunctional because of its inability to work together in a mutually supportive manner. But the great deal of attention we pay to the challenges of incivility can cause us to underestimate the dangers of an opposing threat that also exists in many academic units: groupthink.
By: Sara E. Quay, PhD
At my institution, academic administrators on a 12-month contract can receive up to a full semester of paid leave to complete scholarship in their fields. Unlike a traditional sabbatical, which is taken for a full semester, flexible sabbatical weeks are taken in clusters throughout the academic year. In this way, academic departments are minimally impacted and administrators can enjoy the benefit of well-deserved leave time.
I began my flexible sabbatical just after graduation and completed it a year later. During that time, I was able to accomplish my scholarship goals and experience the rejuvenation for which sabbaticals are known. In reflecting on my experience, I recommend the following steps to anyone interested in pursuing this type of leave:
By: Daniel Regan, PhD
This simple strategy can play a role in bringing a campus together around priorities that are shared widely and building a leadership team that is broadly regarded as unified and legitimate. Although, honestly, I cannot quantify its success, from years of experience I can attest to its far from negligible benefits and effect upon campus culture. Moreover, it’s an innovation that costs nothing to implement; no resources—either of money or planning time—need to be expended.
By: Jeffrey L. Buller, PhD
Nearly all forms of academic leadership involve supervising change. Curricula have to be adapted to keep up with advances in pedagogy, the evolving needs of the student body, and new discoveries in the discipline. Research expands continually, building on the…
By: Robert Cipriano, EdD
Accepting and sharing responsibility for creating a productive work setting within the department and institution result, at least to a great extent, from how well each member of the community carries his or her own fair share of the common workload. The challenges faced by higher education institutions in the 21st century cannot be successfully mastered, nor can the efforts of dedicated professionals be sustained when the actions of a faculty member are divisive, uncompromising, and inflexible. In a similar way, it is destructive to a department’s morale and effectiveness when one or more of its members accept a significantly lower degree of responsibility for achieving a shared purpose. These elements lie at the heart of that salient, fundamental hallmark of successful interactions in academic life that is commonly called collegiality.
By: Kami Barrett and Jeffrey L. Buller, PhD
Mentoring is a common yet powerful way for people to learn a variety of personal and professional skills. Most adults can identify a person who, at some time in their lives, had a significant, positive influence on them. While some…
By: Jennifer Patterson Lorenzetti, MS
How do we know if a student has learned enough to attain a degree or credential? Likely, the answer is currently phrased in the form of credit hours: 64 semester hours to earn an associate’s degree, 128 semester hours to earn a bachelor’s degree, and so on. But the credit hour, the most widely used currency of determining work put in toward a degree, was never intended to measure student learning at all.
By: Donna Gardner Liljegren, EdD
It seems that each new day brings a barrage of articles regarding massive open online courses (MOOCs) and their successful use in education and business. Both large and small educational institutions feel compelled to respond to internal and external stakeholders about MOOC development, and for those institutions unable to partner with an organization such as Coursera or edX, there can be a number of considerations. Here are some useful questions to ask yourself as you consider MOOC development for your institution.