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Lead or Leave provides a checklist of what works and what does not work for those wanting to lead colleges and universities in the 21st century and those with responsibility for the oversight of those institutions. Importantly, this book also seeks to keep educators on a morally straight course. Aimed at presidents and trustees (as well as those who aspire to those positions), Lead or Leave is a valuable guide for anyone concerned about institutions of higher education in the United States.
Lead or Leave provides a checklist of what works and what does not work for those wanting to lead colleges and universities in the 21st century and those with responsibility for the oversight of those institutions. Importantly, this book also seeks to keep educators on a morally straight course. Aimed at presidents and trustees (as well as those who aspire to those positions), Lead or Leave is a valuable guide for anyone concerned about institutions of higher education in the United States.
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Autorenporträt
Roger H. Hull earned his degrees at Dartmouth College, Yale Law School, and the University of Virginia. He has worked in the fields of diplomacy, education, law, and politics. For nine years, he was the president of Beloit College (1981-1990) and later served for fifteen years as president of Union College and chancellor of Union University (1990-2005). Since 2005, Hull has been president emeritus of Union College and chairman and president of the Help Yourself Foundation, which he founded.
Inhaltsangabe
Chapter 1 Foreword Chapter 2 Preface Chapter 3 Introduction Chapter 4 Presidential Leadership Part 5 Lead by Learning Part 6 Use the pulpit the presidency provides Part 7 Avoid institutional amnesia Part 8 Look at the whole chessboard Part 9 Pay attention to details Part 10 Remember that precedent matters Part 11 Pay as you go Part 12 Run scared Part 13 Remember that board members are not your friends Part 14 Realize the board's limitations Part 15 Be loyal - to those who work with you and to the college Part 16 Trust yourself - and those with whom you work Part 17 Give credit to others Part 18 Take the blame yourself Part 19 Do what you think is right Part 20 Be decisive Part 21 Be accountable Part 22 Enjoy the fishbowl Part 23 Choose the presidency or the president for the right reasons Chapter 24 Management Part 25 Keep an open door Part 26 Manage by wandering around Part 27 Know your constituents Part 28 Answer everything - emails, letters, phone calls Part 29 Embrace informality whenever possible Part 30 Support aggressive actions Part 31 Make no private deals Part 32 Follow the lead of your staff Part 33 Do what you say you are going to do Part 34 Be honest Part 35 Defuse every situation - and do so quickly Part 36 Learn to delegate Part 37 Have the guts to go with your gut Part 38 Leave second-guessing to others Part 39 Strive for rising expectations Chapter 40 Personal Style Part 41 Be sensitive to those around you Part 42 Treat people as you want to be treated Part 43 Expect more of yourself than others Part 44 Live for the job, not on the job Part 45 Check your ego at the door Part 46 Know your limitations Part 47 Stir the pot Part 48 Keep your perspective Part 49 Focus on the positive Part 50 Take your vacation Part 51 Remember that work should be fun Part 52 Know when it's time to leave the party Chapter 53 Conclusion Chapter 54 Acknowledgements Chapter 55 Index
Chapter 1 Foreword Chapter 2 Preface Chapter 3 Introduction Chapter 4 Presidential Leadership Part 5 Lead by Learning Part 6 Use the pulpit the presidency provides Part 7 Avoid institutional amnesia Part 8 Look at the whole chessboard Part 9 Pay attention to details Part 10 Remember that precedent matters Part 11 Pay as you go Part 12 Run scared Part 13 Remember that board members are not your friends Part 14 Realize the board's limitations Part 15 Be loyal - to those who work with you and to the college Part 16 Trust yourself - and those with whom you work Part 17 Give credit to others Part 18 Take the blame yourself Part 19 Do what you think is right Part 20 Be decisive Part 21 Be accountable Part 22 Enjoy the fishbowl Part 23 Choose the presidency or the president for the right reasons Chapter 24 Management Part 25 Keep an open door Part 26 Manage by wandering around Part 27 Know your constituents Part 28 Answer everything - emails, letters, phone calls Part 29 Embrace informality whenever possible Part 30 Support aggressive actions Part 31 Make no private deals Part 32 Follow the lead of your staff Part 33 Do what you say you are going to do Part 34 Be honest Part 35 Defuse every situation - and do so quickly Part 36 Learn to delegate Part 37 Have the guts to go with your gut Part 38 Leave second-guessing to others Part 39 Strive for rising expectations Chapter 40 Personal Style Part 41 Be sensitive to those around you Part 42 Treat people as you want to be treated Part 43 Expect more of yourself than others Part 44 Live for the job, not on the job Part 45 Check your ego at the door Part 46 Know your limitations Part 47 Stir the pot Part 48 Keep your perspective Part 49 Focus on the positive Part 50 Take your vacation Part 51 Remember that work should be fun Part 52 Know when it's time to leave the party Chapter 53 Conclusion Chapter 54 Acknowledgements Chapter 55 Index
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