Describes how Robert M. Hutchins became the president of the University of Chicago while still in his early 30s. Points out that Hutchins subsequently became a leader in educational reform. Observes how the conflict between tradition and change manifests itself when new leadership is chosen, stating this offers an opportunity to define the…

In this essay, the authors examine an important first generation of university vice presidents and the structural, political, and psychological factors that led to their appointments and subsequently shaped their tenures in office. They explore in detail three particular, albeit overlapping, modes of vice presidential service, the variety of…