Stephen Nelson extends his ongoing study of the college and university presidency with this new exploration of the vexing question of what constitutes success. He marshals presidential writings, telling anecdotes, and case studies of exemplary presidents (as well as a few who stumbled or lost their way) to paint a portrait of the effective president. The best, he concludes, are educators first. They protect and advance their institutions' academic values, defend free speech, and are discerning as to when and how to weigh in as public intellectuals on matters of consequence. On their campuses, they function as "balance wheels," maintaining a "center that holds" at all times and especially in times of crisis. Arguing that all who care about the academy need to appreciate the profound and enduring effect presidential leadership can have, on individual institutions and higher education as a whole, Nelson provides much food for thought.
Diana Chapman Walsh, President Emerita, Wellesley College Using several significant case histories as illustrative, Steve Nelson graphically demonstrates how higher education leaders can effectively manage crisis situations or, perhaps somewhat inadvertently, how they can further exacerbate an already contentious circumstance by poor or convoluted decision making. Presidents, both old and new, can benefit enormously by carefully reviewing each of the cases Nelson describes as a source of guidance when inevitable, if somewhat different but analogous, situations arise on their own campuses. A must read for those with the responsibility of leading our higher education institutions during these somewhat challenging times.
John DiBiaggio, President Emeritus, University of Connecticut, Michigan State University and Tufts University Stephen Nelson builds on his earlier work examining the college and university presidency by going further examining what the characteristics, values and outcomes are which constitute the perception of success or failure in this crucial campus leadership role. When presidents lead well, Nelson, argues, institutions usually prosper; when they do not, there is often trouble. Nelson's book should be required reading for every current and would-be president, whether her or his campus is large or small, public or private, well-endowed or not. This is a remarkably detailed and instructive book, insightful and compelling from beginning to end, and written with unusual grace and skill.
David A. Fedo, Former Vice President for Academic Affairs, Curry College; Scholar in Residence, Wheelock College Stephen J. Nelson has done it again. In this latest study of higher education leadership, Nelson focuses on the challenges of the presidency and the many forces, and constituencies that affect a president's and, inevitably, also the institution's, success. Through specific examples and carefully calibrated insights, Nelson has written what might well be considered a manual for presidential leadership. Governing Boards, as well as current or would-be presidents, will read this volume with both pleasure and profit.
John M. McCardell, Jr., President Emeritus, Middlebury College