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Someone who can speak out effectively on behalf of highereducation? Weinberg, who transformed their institutions to much deserved acclaim, or the current or recent crop of higher ed innovators who are much in the news, like Joseph E. Not impossible (think of Michael Sorrell), but exceedingly difficult. Why is this the case?
While the pandemic is often partly blamed for the recent surge in presidential departures, the trend of shorter tenure among college and universitypresidents has been underway for several years. Indeed, a recent American Council on Education report noted that, in 2022, presidents had been in their position an average of 5.9
Dr. Julian Vasquez Heilig The selection of Vasquez Heilig as provost is a game changer for WMU, say highereducation leaders who point to his tenure at UK where he strategically increased student enrollment in the College of Education by 63 percent, noting that his efforts have focused on increasing diversity among teachers.
For all the analysis of what’s changed in highereducation following the pandemic, the current presidential landscape is a reminder that some patterns are hard to shake despite world-altering events, according to a new study from the American Council on Education and the TIAA Institute. years less than in 2006 (5.9
Effective University leadership traits are close to superhero level – the skills, knowledge, and experience required to be an effective leader of a highereducation institution are unlike that of nearly any other profession. Traditionally, universities have looked for candidates who were steeped in the world of academia.
The report comes at a time when colleges and universities across the country are excavating their pasts and working to publicly acknowledge and correct for their roles in historic wrongs. “Highereducation is beginning to reassess its place and its own relationship to its own history, and this was a chance to do that here.”
The presidential turnover crisis in highereducation has seen universitypresidents’ tenures steadily diminishing for nearly two decades, now falling significantly short of the recommended ten-year benchmark. years in 2006, 6.5 ACE respondents stated the average tenure was 8.5 years in 2016, and 5.9
But the one-quarter finding matches up with how Julian Dautremont of AASHE, the Association for the Advancement of Sustainability in HigherEducation, describes higher ed’s commitment. Student perceptions, of course, are just that. “These are issues students do care about,” says Antle.
The competitive landscape in highereducation is pushing institutions to not just be another “plain vanilla” entity but to utilize their unique attributes to serve students effectively. Therefore, technology is playing an important role in addressing these broad megatrends and reshaping the landscape of highereducation.
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