Professional Development for and Assessment of Academic Leaders, Faculty and Staff
Readings & Websites

• Chu, Don. 2006. The Department Chair Prime; Leading and Managing Academic Departments. Bolton, MA. Anker Publishing. [154 pp.]
  • Discusses the complex role of chairs, how to effect change and provides specific advice on how to deal with the most common problems.
• The Department Chair.  A quarterly publication. Bolton, MA. Anker Publishing.
  • One of those publications that every chair should have access to.  A great tool for professional development.  Free sample issues available.
• Field Guide to Academic Leadership 2002 (Robert M. Diamond, Editor.) Jossey-Bass, San Francisco.
  • The following chapters in the Field Guide are brief, to the point, and directly related to the content focus of this section:
    • Chapter 2. Requisites for Sustainable Institutional Change by Robert M. Diamond, Lion F. Gardiner and Daniel W. Wheeler. A discussion of the specific knowledge and skills that academic leaders need to institute major institutional change. Introduces the concept of integrated leadership
    • Chapter 3. Leadership and Change by Dale W. Lick. Discusses the distinctions between leadership and management and the leaders role as a change agent in the age of transformation within the academic culture and in a learning society. A number of leadership models are described.
    • Chapter 5. Moving Mountains: Institutional Culture and Transformational Change by Judith Ramaley. The questions you should ask before undertaking transformational change. Discusses the conditions required to bring about change, various styles of leadership and the politics of the process. Cultural issues of the institution are addressed as well of the common barriers to change you will need to overcome.
    • Chapter 6. Building on Style for more Effective Relationships and Results by Robert M. Diamond and Charles M. Spuchas. The more you know about your own style and have the ability to recognize the styles of others, the more effective you can be as an academic leader and in how you utilize those who report to you. Following a review of what research tells us about style and performance, you will find a brief review of various instruments and inventories, their strengths and limitations.
    • Chapter 13. Faculty Development: An Investment in the Future by Marilla Svinicki. Describes the role and long-term importance of faculty and instructional development initiatives. Following a discussion of various structures and approaches specific operational elements and characteristics are described. A list of important questions that should be asked about any existing faculty support program on your camps is also provided.
    • Chapter 18. Supportive Financial Systems by Susan Stetson Clarke. A discussion of the components and the desired qualities of an effective and supportive financial system with an emphasis on the relationship and integration of academic and financial operations. Includes an institutional checklist on the integration of budgeting procedures, resources and innovation.
    • Chapter 19. Enhancing Student Learning Through Collaboration Between Academic Affairs and Student Affairs by George D. Kuh and Sara E. Hinkle. Highlights the important relationship between academic and student affairs and reviews what research tells us about the conditions that promote productive collaboration. Includes a discussion of your role in overcoming obstacles and in developing a fruitful collaboration.
    • Chapter 21. Diversity Issues by Joseph H. Silver, Sr. Discusses transforming a culture to support diversity, Includes procedures for assessing your present climate and for getting an initiative underway with the roles of individuals by position. The characteristics of a health climate for diversity are discussed. Strategies for hiring, retention, and common pitfalls are also discussed.
    • Note: the following chapters focus on the roles of academic leaders by position. However, since each of you will be working directly with individuals in other roles, the more you understand about the responsibilities and challenges of others, the more effective you can be in developing a positive working relationship with them:
      • Chapter 22. The Role of Governing Boards: Issues, Recommendations, and Resources. Discusses the common problems of governance, the role of governing boards and board-president relations.. Includes specific recommendations for action from a report on the academic presidency from the Association of Governing Boards.
      • Chapter 23. Creating Change: Suggestions for a New President by Kenneth A. Shaw. A highly practical discussion of the roles of the president, different styles of leadership, and what to do before you take office and in your first year of leadership. Describes what you need to know about the job, yourself, and how to get initiatives underway.
      • Chapter 24. Transforming the Small College: A Challenge for Presidential Leadership by Eugene Hotchkiss. Focuses on the unique characteristics and challenges of leading a small college. Discusses your role and the role of others in implementing change and how the process, challenges, and opportunities are different at a smaller institution.
      • Chapter 25. Presidents and Chief Academic Officers of Community Colleges by Louis S. Albert. The unique role of community colleges in American higher education and the challenges faced by the president and chief academic officer. Includes specific recommendations for action in the context of the important role of these institutions in society.
      • Chapter 26. Chief Academic Officers by Leo M. Lambert. After a discussion of the key working relationship that the chief academic officer must develop with the president, the chief financial officer, the faculty and the trustees, the roles of the CAO are described along with the recommended personal characteristics of individuals who are effective in this role.
      • Chapter 27. Academic Deans by Deryl R. Leaming. Discusses the unique roles of deans, collaborative leadership and the distinctions between leading and managing. Includes advice for newly appointed deans and, useful for any administrator, a "behavior audit" for learning more about yourself and your effectiveness.
      • Chapter 28. Chairs as Institutional Leaders by Daniel W. Wheeler. The complex role of department chair and how to be effective in this role. What you should know, suggested actions with a check-list you can use to help you clarify your goals and expectations.
• Schuh, John H., M. Lee Upcraft, and Associates. 2001. Assessment Practice in Student  Affairs: An Application Manual. San Francisco. Jossey-Bass [554 pp.]
  • An overview of the assessment process with detailed discussions on methodologies, approaches, and issues.  A basic reference for leaders in student affairs.
• Seldin, Peter, and associates. 2006. Evaluating Faculty Performance. Bolton, MA. Anker Publishing.
  • A practical update on current evaluation practices and methods.  Common problems are addressed.  Includes numerous check-lists and forms.  A good place to start in developing a faculty evaluation system.
• Tierney, William G. and Robert A. Rhoads. 1993. Enhancing Promotion, Tenure, and Beyond: Faculty Socialization as a Cultural Process. ASHE-ERIC Higher Education Report, 6. Washington, DC.   The George Washington University.
  • Discusses how faculty values are shaped and how these values are reflected in faculty roles.  Discusses promotion and tenure as part of a socialization process.
• Tomorrow's Professor
  • Published 100 times a year this newsletter, which is free to subscribers, highlights a single publication in each issue. Each issue, approximately four to six pages, may include an entire essay but more often is all or part of a carefully selected chapter of a recent publication, an article in a newsletter or a research report. It is an excellent way for you to get a sense of the focus and writing style of books before purchasing. Below are specific issues that address the focus of this resource section. They may be retrieved by number thru the following link (http://ctl.stanford.edu/Tomprof/postings.html). Issues are posted two weeks after publication. On this site you can also find a complete list of all past publications in the series.
    • #793: Understanding Senior Faculty Needs. Kelly Rishey
    • #761: Integrating Work and Life: A vision for a Changing Academy. Pat Hutchings, Mary Tyler Huber and Chris M. Golde
    • #748 Pipeline or Pipedream: Another Way to Think About Basic Skills. Rose Asera
    • #741 Becoming a Department Chair: To be or not to be. Irene W.D. Hecht
    • #740: Faculty Performance Reviews. Theodore H. Curry
    • #739 Co-Teaching: Training Professionals to Teach. Pamela Eddy and Regina Mitchell
    • #737: Preparing Future Faculty and Multiple Forms of Scholarship. Jerry G. Gaff
    • #686: Future Directions for Faculty Developers. Mary Deane Sorcinelle, Ann E. Austin, Pamala L. Eddy and Andrea L. Beach
    • #671: Building the Administrative Portfolio, Peter Seldin and Mary Lou Higgerson
    • #666: Preparing Doctoral Students For Faculty Careers That Contribute to the Common Good. Ann Austin and Bonita J. Barnes
    • #664: Building Alliances-Communications Skills for Department Chairs. Mary Lou Higgerson