By Stephen J. Nelson
Leaders within the Labyrinth sheds gentle on how presidents behavior the effect and gear in their workplace, particularly within the use in their pulpits, how they navigate problems with political correctness, and the way they carry the heart of the college jointly, in contentious occasions and opposed to competing ideological forces. Nelson has formulated a finished snapshot of the tenor, skills, and temperaments crucial for todayOs presidency, if you aspire to imagine management sooner or later and when you pick out the leaders of our faculties and universities.
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Additional resources for Leaders in the Labyrinth: College Presidents and the Battleground of Creeds and Convictions (ACE Praeger Series on Higher Education)
James Laney, former president, Emory University, interview with author, April 27, 2003. 10. I am indebted to Stuart Gulley for sharing with me transcripts of interviews he conducted with President Laney during the research for his doctoral dissertation and subsequent book, Stuart F. Gulley, The Academic President as Moral Leader (Macon, GA: Mercer University Press, 2001).
Visible in the distance is the baseball stadium. Reflecting his interest in sports in general and baseball in particular, Kennedy happily reports that only recently were lights installed for the first time thanks to a generous donor, and thus the university will in the future be able to host any NCAA tournament coming its way. A characteristic of the contemporary climate confronting college presidents is change in public perceptions of higher education. This has in turn altered ideas about traits presumed desirable in presidents themselves.
Laney’s story underscores the fact that the development game for colleges and universities is a high-stakes affair. It is a game of inflated egos of presidents and donors and ambitions of trustees and alumni for their alma maters. Fund-raising is an example of the business realpolitik of the presidency. But Laney shows how fund-raising is also part of the grand scheme of educational values as it also meets institutional needs. John DiBiaggio elaborates on Laney’s framework. I met President DiBiaggio in the lobby of a hotel where he was staying during a visit to New England from “retirement” in Colorado.
Leaders in the Labyrinth: College Presidents and the Battleground of Creeds and Convictions (ACE Praeger Series on Higher Education) by Stephen J. Nelson