The year after I got tenure, I became a chairperson, overseeing more than twenty faculty members in my department at Ohio State University. I continued in administration for the next seventeen years, serving as a dean at Notre Dame for more then a decade. I am convinced that the best books on higher education interweave ideas, anecdotes, and data. I pursued that genre here, engaging the questions, what makes a university distinctive and how can one best flourish as an administrator.
I wrote
Realizing the Distinctive University: Vision and Values, Strategy and Culture
When I received tenure in 1990, I bought this book for myself as a gift.
I thought that now that my university, at the time Ohio State, had agreed to invest in me, I should think more seriously about the idea of a university. I enjoyed it tremendously. It is lively, colorful, and witty. Written by the former dean of arts and sciences at Harvard, the book offers a wide-ranging overview of the American university.
Even if some of the statistics are dated, this book remains one of the most appealing introductions to, and overviews of, the American research university.
A view of America's colleges and universities and how they are run, the challenges they face and the issues that affect their "owners" - students, faculty, alumni, trustees and others. Among the issues covered are tenure, the admission process in elite institutions and curriculum.
When I became a chairperson at Ohio State the year after I received tenure, I found this book on my desk, a gift from the provost, presumably sent to all new chairpersons.
The book had a good bit of practical advice on a wide range of subjects, and I have held on to my copy, even though I have long since moved on to other positions. The chapter on “Faculty Evaluation” was particularly helpful to me when for the first time I had to evaluate colleagues and recommend salary adjustments.
Third edition of a handbook for the academic administrator promoted from the faculty ranks with little administrative skill or know-how. Provides an depth examination of the typical duties and responsibilities of a department chair that covers an awful lot of ground: from curriculum management to co
When I became a dean, I bought a few books on being a dean, and for some time, even after my term ended, continued to follow the literature.
Most such advice is commonsensical, but one needs to be reminded of common sense. The Academic Deanship offers a thoughtful and often wise account of the broader responsibilities and daily work of deans. Chairpersons, who work closely with deans, might also benefit from its perspectives.
A deanship is now seen as more of a phase in an overall academic career than as a permanent shift from teaching to administration. In fact, the nature of the job itself has changed, as has the range of likely options at the end of a dean's tenure. This book serves as a guide for the aspiring or new dean, offering practical advice on how to approach the interview process and the new job, as well as providing a thoughtful assessment of the deanship in its wider context. The authors-both experienced academic deans at a variety of institutions-encourage the new…
When I became a dean in 1997, much of my serious reading moved from my discipline to higher education.
It made sense to me that the differences between chairperson, dean, provost, and president had more to do with demands on one’s time than the kind of work one needs to do, and indeed, I learned much from this book, which makes the case for strong and charismatic leadership.
While it is among the most compelling books on presidential leadership and its possible impact on a campus, much of the advice is transferable to persons in less senior positions.
Koch and Fisher have updated and expanded the latter's highly respected 1984 book, Power of the Presidency. In Presidential Leadership, the authors explore the transformational style of leadership in greater depth. This theory is based on a strong, charismatic university president who leads and transforms the university through the power of his or her own vision for the future. The provocative arguments offered throughout the book are based both on empirical studies and on the authors' personal experiences as university presidents. Chapters on total quality management, presidential spouses, and fund raising are new to this edition, as are 11 appendixes…
When you enter higher administration, you need a vision and you need the people and resources to realize that vision.
Most books for chairpersons and deans are about vision and about hiring and mentoring faculty and staff, but how to garner resources is perhaps the area that is addressed the least. I found this book helpful as an initial guide.
Basically, it offers a comprehensive account of academic fundraising, with practical advice and detailed examples from academic leaders and senior development professionals. The introduction and first two chapters provide a superb introduction for persons new to academic fundraising.
Successful Fund Raising is a compilation of essays by university presidents and chief advancement officers who share their fundraising successes and demonstrate the importance of a team effort among the campus chief executive officer, the trustees, and the senior staff officer in charge of the advancement program. The authors discuss how the advancement function is integrated into an institution's ongoing planning process, as well as the respective roles and responsibilities of key players in this process. The contributing authors also share specific information about their advancement programs, including their goals, strategies, and tactics. The successful programs covered in this book…
Roche provides a road map to administrative work and offers a rich analysis of five principles that have shaped the modern American university: flexibility, competition, incentives, accountability, and community. He notes the challenges and problems that surface with these categories and includes ample illustration of both best practices and personal missteps. The book makes clear that even a compelling intellectual vision must always be linked to its embodiment in rhetoric, support structures, and community. Throughout Roche avoids polemic and remains optimistic about the ways in which a faculty member serving in administration can make a positive difference.
