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Product details
File Size: 2767 KB
Print Length: 328 pages
Publisher: Johns Hopkins University Press (May 6, 2018)
Publication Date: May 6, 2018
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B07BTLRNV7
Text-to-Speech:
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Amazon Best Sellers Rank:
#506,538 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
If you've ever daydreamed about being a university president, this book will slap some sense into you. If you are SERIOUS about being a university president, this book can teach you invaluable lessons the easy way. Written by an impressive cast of people who've been there, it describes a stunning range of intractable challenges that you'll face and how at least one expert dealt with them.It is a great management book, too. Because running large organizations is all the same, whether you're producing scholars or widgets. Take, for example, this advice from Freeman A. Hrabowski III, president of the University of Maryland, Baltimore County: "It may appear easier and simpler for a few people to make decisions and move ahead, but only when representative groups struggle with challenges and engage in robust and complicated dialogue are we able to develop a collective vision of the campus, a sense of clarity about the values that are most critical, and broad buy-in. The longer I am in this position, the more I appreciate the African proverb that says: If you want to go fast, go alone, but if you want to go far, go together." That sounds a lot like Rich Teerlink who turned around Harley Davidson: "As a leader, your principal job is to create an environment where others can do great things." Is it any wonder that UMBC became history's first #16 seed to beat a #1 seed during March Madness?There is even good advice in the book for just living with your family day-to-day. For example, are you a parent making rules for a rebellious teenager? Listen to Ben Tractenberg from Mizzou: "Reasonable presidents and chancellors can disagree about what ... regulations will best further the mission of their institutions. It is hard to imagine, however, how a savvy president [parent] could decide that the smart move is to enact her favored regulatory scheme without robust consultation with faculty."Whatever lessons you get from it, you'll also get enjoyment, because the folks who run our colleges and universities can, as you would hope, really write.
No one in a leadership position at a college or university should be without this enlightening volume. The essays and articles are a beautiful combination of research, advice, and philosophy. Much of the writing is worthy of my personal hero, Jacques Barzun, for its crispness, economy, and unparalleled wit. I particularly like an essay entitled “Mythical Beasts and Real Challenges,†wherein co-authors Gerald B. Kauvar, Stephen Joel Trachtenberg, and E. Gordon Gee cleverly enumerate all of the challenges which make the concept of institutional “autonomy†an illusion. Although many are familiar with the internal and external forces which cut against autonomy, their presentation and discussion in this essay nonetheless serve as an eye-opener. These authors, and many others in the book, avoid the tedious prose of academics, and infuse wit and even poetry into the text. Where else might one find a sentence such as “Institutions are like the surface of a doorknob at an elementary school; swarming with unseen life forms� Buy this book! Read it!
Leading Colleges and Universities: lessons from higher education leadersEdited by: Stephen Joel Trachtenberg, Gerald B. Kauvar, and E. Gordon GeeLeading Colleges and Universities brings together about 35 edifying contributions from leaders of Higher Education. I especially enjoyed the illuminating and frank answers to the same series of questions posed by the editors to each author. The sections written by the editors, including the conclusion, are also particularly effective.This book is beautifully written and remarkably readable, interspersed with humor, empathy, and choice parallels from great literature (e.g., Shakespeare, Yeats, the Bible, Kipling, Machiavelli). It provides a wonderfully eclectic, broad, and fascinating account of the really tough challenges that must be faced through the concrete examples of academic leaders talking about their own tenures. These leaders thoughtfully and candidly share their struggles with coping with the crises encountered. The book is absolutely a must-read for academics contemplating a position of head administrator at any college or university. Those already holding such a position will also find it valuable. Further, I know I would have found it helpful as a guide when serving on presidential search committees.I do not think the only audience who will greatly benefit from reading this book is singularly people in academia. In fact, I believe anyone considering the job of Director of a complex organization involving multiple constituencies will profit from the experiences and perspective offered here.I know I would have certainly benefited from reading this 50 years ago as a young female humanities Ph.D. At the time, I was initially so flattered to be on various lists of potential heads of academic institutions, that I did not stop to consider that I lacked the toughness and grit needed to fire people who were not performing well enough, nor did I appreciate the complexities of the role of academic CEO that are so engagingly presented throughout this work.
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