WHY HIGHER EDUCATION LEADERS IN THE U.S. ARE FAILING...WHERE ARE THEY GOING WRONG, AND WHAT CAN THEY DO ABOUT IT

In the U.S. we are noting an increase in complaints about poor leadership in Higher Education on particularly the Administrative level, from the President on down. Many College/University presidents and other top administrators have as their key attribute, ambition, and feel that they are "born" leaders. It must be realized that the capacity to lead a large or small institution is learned, with a great amount of practice, reflection, and nurturing.

The Leadership Foundation for Higher Education has written about the changing emphasis of what makes good university leaders. They suggest that they will be less likely to be authority figures demanding a "call to arms", they will be subtler, more nuanced leaders, with the skills to influence and ability to empower others. The environment and human capital of each university is different, but a lesson from a significant "role model" on campus should be present for others to see and follow. The problem or issue is that College/University presidents are being chosen for the wrong reasons by boards, and they possess the wrong skill sets, and many times a true lack and appreciation for institutions of higher education and their history, and therefore are doomed to fail and in turn damage the College/University.

This paper and presentation describe why leaders in higher education are failing at increased rates, what is contributing to their failure, and some recommendations as to what can be done to "turn the tide".