Learning is a core part of all forms of higher education work. College leaders of all kinds--administrators, staff, faculty, and students--must know how to seek out and support the wide array of learning that can go on in colleges and universities.

A presidential code of conduct is needed more today than ever before. College and university presidents are being required to do more without the proper training to succeed. Presidents from outside the academy enter academia with normative patterns and codes of conduct that served them well in their previous occupations but now have the potential…

The concept of actively leading constituents, internal and external, is second nature to many university administrators in most areas, except one: fundraising. For many university presidents and academic deans, it's a part of the job that is not well defined or well understood. They know there is an expectation that private funds will flow into…

The chapter examines the characteristics of effective academic administrators and the pathways to and from an academic administrative position from the faculty member's perspective.

Managing and shaping the ascent of one's own career comes through understanding that what goes up must come down and that satisfaction in the experience is determined by recognizing the moment of balance.

Some conceptual frameworks guide the work of university administrators, informing effective hiring, planning, and budgeting.

The key challenge to academic leadership is to restructure the allocation of academic assets, particularly the organization of the faculty, in ways that better serve emerging societal and scholarly needs.

The transition from faculty to administration is a cultural as well as organizational shift.

A number of challenges mark the transition from full-time faculty member to academic administrator.

Whereas the new administrator will seek to become comfortable and effective in a leadership role, former administrators back on the faculty will find the change of position and pace unsettling again.

The author explores his insights and lessons learned during service as a dean at two business schools.

This recounting of the author's journey through a career as a faculty member and in various administrative positions offers lessons learned along the way.

This chapter describes characteristics of department chairs and identifies various tasks and challenges that they face during their time in office.

This chapter identifies a number of resources that department chairs can use in their professional development.

A substantial number of individuals serve as interim chairs each academic year. This chapter addresses their unique needs and provides suggestions on serving in this difficult role.