By: Robert E. Cipriano, EdD
Traditionally a person in higher education is hired as an assistant professor. After an agreed-upon number of years, usually six, she or he is either tenured (aka, the Holy Grail of higher education) or terminated. At this time, the person also applies for promotion to the rank of associate professor. Of course, he or she is highly motivated to attain tenure and promotion in rank. This motivation to teach well, produce scholarly research, and have an enviable record of providing service to the department, school, university, and community is logically self-evident: the reward of tenure and promotion. The same reward-incentive system is in place when, after a number of years, this associate professor is rewarded with the rank of full professor. The person is rewarded based on how well she or he meets standards of teaching, scholarship, and service. However, of equal importance to the overall effectiveness of a person’s worth to a department is how she or he interacts with colleagues. If a person is downright nasty, unwilling to collaborate with colleagues, does not do a fair share of the work, and is consistently toxic to students, peers, and staff, should that person be rewarded with tenure and promotion in rank?