Examining leadership research and trends to help higher education leaders thrive in a complex global environment and are prepared for the challenge of serving complex institutions in the modern world. By ACE staff and guest writers who believe that fulfilling higher education’s mission in the 21st century depends upon a visionary, bold and diverse community of institutional leaders.
More planning, more institutional collaboration, and more flexibility means less angst for chief academic officers, write retired CAOs Gayle R. Davis and Margaret E. Winters.
Two experienced provosts discuss the the important role played by non-tenure-track faculty and why colleges should enhance their policies and expand the benefits for these appointments. The latest post in a series from the Association of Chief Academic Officers.
In response to the COVID-19 pandemic, many faculty and campus leaders have begun working together in new ways, unlocking a new capacity for collaboration and innovation that we did not know we had. How can we keep this sense of common purpose after the crisis passes?
While community colleges can and do change on a regular basis, leaders can use specific tools to facilitate change that is more strategic. Jaime Lester looks at the role data can play in this process.
The latest post in the ACAO series shares perspectives of two chief academic officers—one from a public institution in the Midwest with 12,700 students, the other from a private university in New England with 7,000 students. The topic is the CAO’s working relationship with arguably the most important fellow vice president on campus—the chief financial officer.
The challenge ahead for higher education is unprecedented, and the typical solutions won’t sustain our institutions. If we can’t go back to what we used to be before COVID-19, we must instead evolve to something better, writes ACE’s Philip Rogers.
