Descriptor
Source
| New Directions for Higher… | 7 |
Author
| Martin, Roger H. | 1 |
| Munitz, Barry | 1 |
| O'Meara, Timothy | 1 |
| Qualls, Robert L. | 1 |
| West, Dan C. | 1 |
| Wolverton, Robert E. | 1 |
| Zwingle, J. L. | 1 |
Publication Type
| Journal Articles | 6 |
| Guides - Non-Classroom | 3 |
| Opinion Papers | 3 |
| Reports - Descriptive | 2 |
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Laws, Policies, & Programs
Assessments and Surveys
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Peer reviewed
Direct linkMunitz, Barry – New Directions for Higher Education, 1978
Systematic assessment of chief executives is not only a way of assuring the institution of effective leadership, but also provides inservice development, enhances higher education's public accountability, and educates the members of governing boards. Components of a executive assessment model are discussed. (Author/LBH)
Descriptors: Administration, Administrator Evaluation, Administrator Qualifications, Board Administrator Relationship
Zwingle, J. L. – New Directions for Higher Education, 1980
Conflict between president and governing board or within the governing board can be reduced, it is suggested, through informal third-party intervention. Some broad categories of conflict are named including the finance dilemma, the divided board, the domineering individual, the special interest syndrome, and the breakdown in confidence. (MLW)
Descriptors: Board Administrator Relationship, College Presidents, Conflict, Conflict Resolution
O'Meara, Timothy – New Directions for Higher Education, 1984
Thirty-nine specific recommendations, adapted from a rigorous mission statement reached through a participatory process at Notre Dame University, indicate the range of the chief academic officer's involvements. (Author/MLW)
Descriptors: Board Administrator Relationship, Catholic Schools, College Administration, College Role
Martin, Roger H. – New Directions for Higher Education, 1996
Ideas gleaned from the journal of a president of Moravian College (Pennsylvania) immediately after beginning the job identifies many of the tasks and challenges greeting new presidents in the early days of their tenure, focusing on establishment of productive relationships with community leaders, faculty, board members, and staff and learning…
Descriptors: Administrator Role, Board Administrator Relationship, College Administration, College Environment
Qualls, Robert L. – New Directions for Higher Education, 1983
Building an effective board requires attention to trustees' roles and responsibilities, selection of new trustees, board organization, and criteria for measuring trustees' performance. Full participation is essential for effective decision-making, and six committees can be helpful: executive, nominating, finance, development, academic affairs, and…
Descriptors: Administrative Organization, Board Administrator Relationship, Committees, Decision Making
West, Dan C. – New Directions for Higher Education, 1983
It is the president's job to point out, remind, persuade, suggest new ideas, and identify places where improvement is needed or the operation is not yet satisfactory. Knowing when to accept the presidency, what to do while there, and when to leave are important job aspects. (MSE)
Descriptors: Administrator Responsibility, Administrator Role, Board Administrator Relationship, College Curriculum
Wolverton, Robert E. – New Directions for Higher Education, 1984
The chief academic officer (CAO) must be prepared to deal with a variety of developing relationships, priorities, problems, and potentials. CAOs who survive and are successful must monitor development in many directions. (Author/MLW)
Descriptors: Academic Deans, Administrator Responsibility, Administrator Role, Administrators
