Leadership Traits and Hiring a New Chancellor in a University Setting: A Case Study

Abstract

Many challenges arise when attempting to hire a new chancellor in higher education, especially if experiencing enrollment declines, decreased state funding, and turnover in leadership. The first step in this process is to assess the culture within the institution and formulate a list of preferred leadership traits for the new chancellor. These traits mold an effective leader and create a solid foundation for moving forward with the process. The chancellor must have excellent change management principles and exemplary communication skills and surround themselves with the same type of team. Leaders who cultivate synergy and recognize autonomy within the university setting may build mutual respect and a way to move forward in a positive light. Leaders should maximize student outcomes, and set benchmarks, all while managing budgetary pressures and attempting to cultivate long-term positive results. When members of the educational team work in “silos”, this can fragment the work environment and cause a lack of engagement. Giving rewards for excellent performance could incentivize team members to work hard and encourage multidisciplinary collaboration to move the university forward. This particular case study will analyze and evaluate different organizational models as well as how different types of leaders can work with board members to develop a robust strategic plan.