James T. Harris serves as president and professor of education at the University of San Diego. He is also president emeritus of Widener University and served as the president of Defiance College earlier in his career. Harris has served in leadership roles on several national education associations, including CASE, NCAA, Campus Compact, NAICU, and CUMU, as well as for multiple other state and local governing boards. He has received numerous recognitions for his leadership and service to higher education, including being named one of the "Top Fifty Character-Building Presidents in the Nation" by the John Templeton Foundation, receiving the Chief Executive Leadership award by CASE, and being recognized by the NAACP for his work in support of civil rights. All three of his alma maters have formally recognized him for his service to society, and the Pennsylvania State University Board of Trustees awarded him the distinguished alumnus award, the highest honor given a graduate. He remains an active scholar and teacher. Jason E. Lane serves as dean of the College of Education, Health, and Society at Miami University in Oxford, Ohio and Professor of Higher Education Leadership and International Education. Lane leads several national efforts to strengthen and diversify leadership pipelines in higher education, including the Association of Governing Board's Institute for Leadership and Governance; the National Association of System Heads' (NASH) System Leadership Academy; and the State University of New York's (SUNY) Hispanic Leadership Institute. Lane has been director and/or principal investigator for more than $21 million in external funding and published nearly 100 papers and more than 10 books, including Multi-National Colleges and Universities (Jossey-Bass, 2011), Building a Smarter University (SUNY Press, 2014), and Universities and Colleges (SUNY Press, 2012). His awards include being named a Fulbright New Century Scholar and the award for Outstanding Contribu

Acknowledgements Foreword by Nancy Zimpher Foreword to the First Edition by Stan Ikenberry Introduction 1. Principles of Academic Leadership Part 1. Historical, Contextual, and Theoretical Underpinnings 2. The Changing Context for Higher Education 3. Diversity, Equity, and Inclusion 4. Understanding Academic Organizations Part 2. Political, Legal, & Global Considerations 5. Global Engagement of Colleges and Universities 6. Federal Engagement in Higher Education 7. State and Local Governments' Relationship with Higher Education 8. The Courts and Higher Education Part 3. The Boundary Spanners 9. The Engaged College or University 10. Trusteeship & Lay Governance 11. The Academic Presidency 12. Engaging the External Environment Part 4. The Academic Core 13. Governance of the Academic Core 14. Academic Departments and Departmental Leadership Part 5. Implementation of the Academic Mission 15. The Student Experience 16. Planning, Assessment, and Budgeting

Winner of the 2012 ASHE/CAHEP Barbara Townsend Lecture AwardTo prosper and thrive in an increasingly unpredictable national and global environment, U.S. higher education will need to adapt, innovate, and evolve once again, as it has during every major societal change over the past four centuries.The purpose of this new edition, published a turbulent decade after the first, is to provide institutional leaders -- from department chairs to trustees -- with a broad understanding of the academic enterprise, strategic guidance, and key principles, to assist them in navigating the future and drive the success of their institutions as they confront the unimagined.Recognizing that the hallmark of higher education in the U.S. is the diversity of institution types, each of which is affected differently by external and internal influences, the authors provide examples and ideas drawn from the spectrum of colleges and universities in the not-for-profit sector.This book covers the major functions and constituent departments and units within institutions; the stakeholders from students and faculty through the echelons of administration; the external environment of elected officials, foundations, philanthropists, and the new changing media; and innovations in teaching, technology, data analytics, legal frameworks, as well as economic, demographic, and political pressures.The book is informed by the proposition that adhering to four principles--which the authors identify as having enabled institutions of higher education to successfully navigate ever-changing and volatile pasts--will enable them to flourish in the coming decades:The four principles are:1. Be mission centric by making all key decisions based on a core mission and set of values.2. Be able to adapt to environmental change in alignment with the mission and core values.3. Be committed to democratic ideals by seeking to promote them and modeling democratic practices on and off campus.4. Be models for inclusion, equity, and positive social change.