University Presidential Searches: An Empirical Examination of Internal Versus External Hiring

Monks, James

doi:10.1057/s41302-022-00223-0

Cited by 1 publication

(1 citation statement)

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“…As with most initial actions by new presidents, opportunities to engage and listen to people should be a constructed process (Neumann, 1995;Watkins, 2013). A listening tour is the most popular method to achieve this (Garza Mitchell & Maldonado, 2015;Monks, 2022;The Aspen Institute, 2017). A listening tour can comprise small groups or one-on-one conversations encouraging others to share their experiences and thoughts on the institution.…”

Section: Listening and Relationship Buildingmentioning

confidence: 99%

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: Listening and Relationship Buildingmentioning

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 Presidential Searches: An Empirical Examination of Internal Versus External Hiring

Cited by 1 publication

References 26 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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