The purpose of this study is to review changes in the selection type of presidential leaders in colleges and universities. While it is not a common phenomenon, the hiring of nontraditional presidents in academia is not a new concept; they have been existence since the sixteenth century. Based on current hiring practices over the past ten years there has been an increase in the shift of leadership styles of college presidents (ACE, 2007). By all accounts, it would appear the focus is now aligned with organizational business practices and less from the traditional academic presidential selection perspective.
In analyzing studies of academic institutions and their presidents, there are documented cases in which the hiring credentials have changed; no longer is a terminal degree a requirement. If the candidate has successfully led major change initiatives, increased growth and profit margins in the private sector, or have led successful political careers, they can be eligible as serious contenders for the role of college president. Further, this research highlights the need for change, implications to the overall academic structure and how organization development strategies can be incorporated into higher education leadership styles to promote growth, success and sustainable change.
|Advisor:||Yaeger, Therese F.|
|School Location:||United States -- Illinois|
|Source:||DAI-A 78/10(E), Dissertation Abstracts International|
|Keywords:||Career paths, Change agents, Leadership, Nontraditional presidents, Organization development|
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