The go-to reference for academic leaders seeking practical
answers to everyday challenges
The Essential Academic Dean or Provost explains the ‘how’
of academic leadership, providing a practical, comprehensive,
reality-based reference for almost any problem, challenge, or
opportunity. This updated second edition includes new chapters on
the difference between leadership and management in higher
education, leadership in politically charged environments,
effective strategies for making decisions, and working with
associate deans or provosts, plus new case studies, new research,
and ten additional chapters available on the companion website.
Each topic deals concisely with the most important information
deans and provosts need when faced with a particular situation,
providing both a comprehensive guide to academic leadership as well
as a ready reference to be consulted as needed.
The role of a dean or provost at a modern university is
extremely complex, involving budgeting, community relations,
personnel decisions, management of a large enterprise, fundraising,
and guiding a school, college, or entire institution toward a
compelling vision of the future. The details academic leaders have
to deal with are numerous and critical, and every little thing
matters. This invaluable guide provides the answers you need when
you need them, and gives you framework for successfully navigating
your job’s many competing demands.
* Build support for a shared vision of the future
* Interact effectively with different internal and external
constituencies
* Learn decision-making techniques specific to the academic
environment
* Set, supervise, and implement a budget that allows your
programs to flourish
Academic leaders need a handy, focused reference that provides
authoritative answers to the many issues and questions that arise
every day. With proven solutions to a multitude of challenges,
The Essential Academic Dean or Provost shows academic
leaders what they need to know in order to successfully guide their
institutions into the future.
Table of Content
About the Author xi
Preface xiii
Part One The Academic Leader’s Role
1. Being #1 in the #2 Business 3
2. Preparing for a Leadership Role 19
3. Identifying Your Leadership Style 33
4. Creating a Shared Vision 59
5. Leading Change 73
6. Promoting Diversity 89
7. A Scenario Analysis on the Academic Leader’s Role 109
Part Two The Nature of Academic Leadership
8. Leadership and Management 115
9. Leadership with Individuals 127
10. Leadership with Groups 135
11. Leadership in Promoting Teamwork 147
12. Leadership in Making Decisions 161
13. Leadership in Politically Charged Environments 175
14. A Scenario Analysis on the Nature of Academic Leadership 189
Part Three The Ecosystem of the College or University
15. Students 195
16. Parents 209
17. Faculty 219
18. Department Chairs 241
19. Staff 253
20. Assistant and Associate Deans 269
21. Peers 281
22. The Provost 293
23. The President 305
24. Friends of the College 315
25. Donors and Potential Donors 323
26. Boards, Trustees, and Legislators 339
27. A Scenario Analysis on the Ecosystem of the College or University 349
Part Four The Academic Leader as Supervisor
28. Evaluations of Faculty 359
29. Evaluations of Chairs and Deans 381
30. Position Requests and Descriptions 393
31. Policies and Procedures 407
32. A Scenario Analysis on the Academic Leader’s Responsibilities as Supervisor 417
Part Five The Budget of the College or University
33. Setting Budgetary Priorities 427
34. Budget Proposals 437
35. Supervising a Budget 445
36. Implementing Budget Cuts 455
37. A Scenario Analysis on the Budget of the College or University 463
Part Six The Opportunities and Challenges of Being an Academic Leader
38. Dealing with Employee Challenges 473
39. Terminating a Faculty Member 485
40. Replacing a Chair 499
41. Responding to Emergencies 509
42. Dealing with the Media 519
43. The Unionized Environment 529
44. The Dean as Chief Academic Officer 539
45. A Scenario Analysis on the Challenges of Being an Academic Leader 547
Part Seven The Next Step for the Provost or Dean
46. Knowing When It’s Time to Go 555
47. Changing Institutions 565
48. Returning to the Faculty 573
49. Planning for a Higher Administrative Role 581
50. A Scenario Analysis on the Dean’s Next Step 591
Epilogue: A Checklist for the Essential Academic Leader 599
Index 603
About the author
JEFFREY L. BULLER is dean of the Harriet L. Wilkes Honors College at Florida Atlantic University and senior partner in ATLAS (Academic Training, Leadership, and Assessment Services). He is the author of The Essential Department Chair, Academic Leadership Day by Day, Best Practices in Faculty Evaluation, Positive Academic Leadership, and Change Leadership in Higher Education, all from Jossey-Bass.
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