One of the most important tasks of a public university system is choosing the leaders of its individual institutions. These leaders, at the center of all campus activities, wield tremendous power; they set the campus tone and oversee day-to-day operations. Consequently, a university system must have proper criteria for selecting its leaders, continually updating these criteria as prior weaknesses get exposed and the academic environment evolves.
The Need for Re-evaluation
Re-evaluation is crucial today as academia undergoes major shifts and faces difficult challenges, including falling enrollments, excessive politicization, an undermining of the spirit of free inquiry central to the Western intellectual tradition, and uncertainty regarding its mission. Recognizing this, the UNC System recently began redesigning its chancellor search guidelines at the latest Board of Governors meeting. This re-evaluation is necessary, given past chancellor selections that appeared haphazard or based on outdated or wrong criteria.
Strategic Initiatives Committee Insights
The Strategic Initiatives Committee, led by chair David Powers, noted the increasing demands on universities and the declining tenure of university leaders. Powers emphasized the need for a clear understanding of the critical skills, attributes, and experiences for success today and in the future. The committee heard from experts, including Cole Clark and Christina Spotts from Deloitte and former Georgia State University president Mark Becker.
Clark and Spotts introduced a 2017 report from Deloitte’s Center for Higher Education Excellence, which highlighted the need for formal leadership development, a growing emphasis on fundraising, and a tendency among presidents to favor short-term wins over long-term planning. Becker shared insights from his experience, emphasizing the importance of restoring trust in universities, aligning budgets with priorities, and the ongoing struggle to find good, lasting talent. He also highlighted the need for flexibility and innovation among chancellors and cautioned about making careful decisions regarding faculty tenure.
Stakeholder Perspectives and Governance Challenges
The committee also heard from representatives of UNC stakeholder groups, revealing a general problem in university governance: some stakeholders are essentially interest groups looking out for themselves. For instance, UNC Faculty Assembly chair Wade Maki suggested that faculty expect to follow one of their own, implying a significant deficit for any leader who is not a faculty member.
The Role of University Leaders
Committee chair Powers astutely compared the role of a public university chancellor to that of a big-city mayor rather than a corporate CEO. Both roles involve maintaining fiscal sustainability while delivering complex services (education or city services) and managing numerous constituencies and interest groups, alongside media and public pressures. Observing mayors can provide valuable lessons for choosing higher-education leaders. Unfortunately, many mayors have performed poorly in recent years, contributing to the decline of American cities. This poor performance often stems from ideas originating in university campuses, such as the “diversity, equity, and inclusion” (DEI) and “critical race theory” (CRT) agendas, which have proven disastrous for cities and may do the same for academia.
Lessons from Successful Leaders
One particularly successful mayor was Rudy Giuliani of New York City, who restored civility and fiscal stability despite intense criticism. His tenure demonstrated that standing firm against entrenched interests and focusing on practical outcomes can lead to significant improvements. In contrast, leaders prioritizing the DEI agenda and appeasing self-interested stakeholders may temporarily maintain peace but ultimately fail to serve the public’s best interests.
Criteria for Choosing University Leaders
To update the criteria for hiring chancellors and system presidents, the Board of Governors should consider the following:
Common Ideals for Public Higher-Education Institutions
- Protect the free exchange of ideas.
- Serve the people of the state.
- Provide relatively inexpensive education with user-friendly procedures.
- End politicization.
- End discriminatory diversity policies, ensuring equal protection under the law.
Qualities of Effective University Leaders
- Vision and Mission Alignment: Understand and align with the institution’s vision, focusing on education and public service.
- Management Skills: Demonstrate sound management practices and fiscal responsibility.
- Educational Focus: Prioritize education over activism, maintaining rigorous academic standards.
- Innovation and Flexibility: Be open to creative problem-solving and out-of-the-box thinking.
- Broad Knowledge: Appreciate the Western intellectual tradition and understand societal impacts.
- Support for Free Speech: Uphold intellectual diversity and free speech.
- Communication Skills: Communicate clearly and effectively with all stakeholders.
- Firm Standards: Maintain high standards, favoring rigor over trendiness.
Avoiding Common Pitfalls
- Poor Management: Avoid leaders with a poor grasp of management practices.
- Short-Sightedness: Select candidates with long-term vision.
- Excessive Ties to Factions: Ensure leaders can manage diverse interests without undue bias.
- Political Agendas: Avoid leaders focused on left-wing agendas or excessive global sensibility.
- Egotism and Elitism: Choose leaders who value the average person and the state’s interests.
Conclusion
Success for future chancellors will depend on their ability to navigate declining enrollments, maintain educational quality, and preserve a robust intellectual environment. The criteria for selecting university leaders must evolve to meet these challenges, ensuring leaders with the fortitude, vision, and skills necessary to guide their institutions effectively through an era of significant change.
