University presidents as agents of connection: an exploratory study of elite presidential ties in the United States, 2005–2020

Barringer, Sondra N.; Riffe, Karley A.; Collier, Kate L.

doi:10.1007/s10734-022-00965-y

Cited by 1 publication

(2 citation statements)

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“…The job does not stop when presidents leave campus, either. Presidents are on the job every minute of their tenure (Freeman & Kochan, 2013), managing internal groups, and when they step off campus, they have external constituencies that need their attention (Barringer et al, 2022). As Al-Asfour et al point out, not all of the demands on a president can be prepared for, so most new presidents find themselves in "sink or swim situations" (2021, p. 30).…”

Section: Growing Complexity and Competencymentioning

confidence: 99%

“…The modern higher education president now leads high-stakes fundraising efforts, all-consuming research portfolios, handles pressure to produce better student outcomes, provides moral guidance on societal issues, and oversees intricate organizational structures (Al-Asfour et al, 2021;Barringer et al, 2022;Tierney & Lanford, 2016). Those processes occur while budgets and funding for public higher education institutions dwindle (Sav, 2016).…”

Section: Table Of Contents Chapter One: Introduction To the Studymentioning

confidence: 99%

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Sensemaking in higher education: the experiences of first-time public university presidents

Merrill

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This study examined how recently appointed, first-time public university presidents made sense of their new institution and position during their transition into their presidency. The information gained from these interviews is expected to illustrate how first-time public university presidents prepare, collect information, and learn about their new role and institution. Semi-structured interviews were carried out with seven university presidents who have served for more than or equal to one and a half years but less than but up to five years in the role. Utilizing Interpretative Phenomenological Analysis (IPA) to analyze transcripts of the interviews yielded three themes and 12 subordinate themes.The three emergent themes were 1) participants felt ready to take on the role of president because of their professional experience and preparation methods, 2) after being named president, the participants proactively engaged with various stakeholder groups to develop relationships and extract information, and 3) participants felt overwhelmed by the responsibilities of the position and the demands on their time. This study suggests that the higher education industry needs to place a greater emphasis on succession plans to prepare incoming leaders better, new presidents should find ways to network with presidential peers to exchange information and provide support, a more significant focus should be placed on the work-life balance of presidents to avoid burnout and increase institutional success, and more opportunities to learn about the complexity and difficulty of being president should be made available to aspiring presidents.

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Section: Growing Complexity and Competencymentioning

confidence: 99%

Section: Table Of Contents Chapter One: Introduction To the Studymentioning

confidence: 99%

Sensemaking in higher education: the experiences of first-time public university presidents

Merrill

View full text Add to dashboard Cite

show abstract

University presidents as agents of connection: an exploratory study of elite presidential ties in the United States, 2005–2020

Cited by 1 publication

References 66 publications

Sensemaking in higher education: the experiences of first-time public university presidents

Sensemaking in higher education: the experiences of first-time public university presidents

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