Learning Resources

Abstract: Most colleges and universities have well-developed strategic plans. But these plans may not be helpful if there is a sudden or unexpected leadership transition or crisis. Sadly, succession planning is the least understood and practiced form of planning in higher education. This neglect often results in leadership crises, confusion in leadership, disorganized search and transition processes, and a lack of appropriate professional development. This article provides a clear explanation of the meaning and purpose of succession planning as well as a guideline and process for implementing succession planning in any institution of higher education.

Abstract: This article examines the benefits and challenges a college president faces when attempting to cultivate relationships with the community in which the college resides. Throughout history, the relationships between institutions of higher education and the communities that house them have often been turbulent, but much good can be realized when true collaboration is achieved. The author shares examples of colleges that have achieved positive outcomes from partnerships and explains why creating a cooperative environment benefits the college. The author’s experiences at a small Georgia college—both successes and failures—show how active management can build a vibrant town-gown community.

Abstract: Book Review: Presidential Transitions by Patrick H. Sanaghan, Larry Goldstein, and Kathleen D. Gaval
Praeger 2008
207 pages
ISBN: 978-0-275-99408-2

Reviewed by Stephen Joel Trachtenberg

Abstract: How have presidential leadership strategy, decision approaches, and institutional culture preferences influenced fund-raising effectiveness at a historically Black college for women? These conceptual dimensions guided a qualitative study that interviewed three recent Spelman College presidents and investigated documentary evidence to develop an understanding of each president's relative successes. Although generalizability is not possible when studying a single institution, the three very individualistic approaches to fund-raising adopted by these presidents indicate the contextual nature of fund-raising effectiveness and highlight the need for knowledgeable institutional planners who understand each of these conceptual dimensions to accommodate the varying contexts of their institutions.

Abstract: Academic Design describes the design process used in the Minnesota State Colleges and Universities to evaluate academic programs and priorities based on the unique needs of individual institutions. The four main sections include landscape analysis, program analysis, program design and improvement, and learning paradigms. The conclusion offers information on how to prepare your academic design plan. If you need to understand the elements of an institutional (or large departmental) strategic planning process, this is the book for you. The authors have distilled significant lessons learned from their experiences with a number of mostly smaller colleges and universities, but the principles and processes apply in a wide variety of institutional arenas.

Abstract: Few presidents leave under "normal" expected circumstances. Quite often this void left must be filled with an interim appointment. What the interim is expected to do, length of service, and ramification of the choice of interim are issues a governing body must consider before the need becomes reality.

Abstract: Calls for a reexamination of the way in which higher education institutions select their leaders. The prevalence of the "lame-duck" syndrome, exacerbated by resignations up to a year in advance and the appointment of interim leaders to serve while searches for permanent leaders take place, has repercussions throughout the institution in terms of willingness to take risk and to implement substantive change. Proposes some possible alternatives to the current system of recruitment and replacement as a means of facilitating strong leadership on campus.