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Toward the Top: Future Presidential Leadership and the Realities of the Numbers

Toward the Top: Future Presidential Leadership and the Realities of the Numbers. Peter Eckel, Ph.D. Center for Effective Leadership. www.agb.org. Key Questions. Why focus now on presidential leadership planning, transition and succession?

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Toward the Top: Future Presidential Leadership and the Realities of the Numbers

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  1. Toward the Top: Future Presidential Leadership and the Realities of the Numbers Peter Eckel, Ph.D. Center for Effective Leadership www.agb.org

  2. Key Questions • Why focus now on presidential leadership planning, transition and succession? • What is the state of the leadership pipeline, short- and long-term? • What can be done to develop the pipeline?

  3. Why leadership for the future? • Anticipated turnover and little progress on diversity. • Lack of intentional investment in future leaders. • Higher education is in a high stakes environment, facing high expectations and difficult challenges with no tested solutions – multi-generational solutions.

  4. The Aging of Presidents: 1986 and 2006

  5. Women Presidents by Institution Type: 1986 to 2006

  6. Minority Presidents: 1986 and 2006

  7. Actual and Projected Number of Public High School Graduates, by Race/Ethnicity, 2001 to 2021 Source: WICHE, Knocking at the College Door.

  8. Facing Challenges with Multi-Generation Solutions • Obama Administration – “by 2020, America will once again have the highest proportion of college graduates in the world.” (Canada leads at 55%) • 76% of Governors described initiatives to foster partnerships that link the research capacities of college and universities with business needs.

  9. Limited Investment in Leadership:On-Campus Leadership Programs, by Institutional Type

  10. CAO Participation in Formal Leadership Programs, by Gender and Race/Ethnicity

  11. The Pipeline Up

  12. First-Time Presidents’ Pathways to the Position: 2006 Academic Positions = 61%

  13. Lost Capacity? Next Career Steps, As Reported by Successors

  14. CAOs’ Presidential Aspirations, by Gender and Race/Ethnicity

  15. Select Reasons for Not Aspiring to a Presidency, by Minority Status

  16. Select Reasons for Not Aspiring to a Presidency, by Gender

  17. Select Reasons for Being Undecided, by Minority Status

  18. Select Reasons for Being Undecided, by Gender

  19. Perceptions of the Presidency

  20. New CAO Frustrations with Their Presidents • Too driven or Not driven enough • Insecure or Egotistical • Micro-manager or Absent • Indecisive or Autocratic • Complacent or Too many commitments

  21. The Initial Rung: Faculty at Four-year Institutions

  22. Succession Planning or Not?

  23. CAOs’ and Presidents’ Previous Institutions

  24. Number of CAO Career Moves

  25. Ensuring the Future Presidency • Restructure the CAO position (terminal position for 53%). • Expose future leaders to the joys of the presidency. • Seriously encourage talented people to prepare for a presidency early; intentionally support them. • Adopt recruitment (not search) approach; think differently about the hiring process and assumptions. • Explore different career ladders, but understand short-cuts rarely exist. • Provide deep sources of political capital to internal candidates. • Can we rethink the structure and demands of the presidency?

  26. Thank You

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