- How can an institution move forward and make progress in areas that have stymied its leaders for years?
- How can an academic administrator effect positive change on several fronts at once while tackling head–on some of the most contentious and complex issues in faculty employment?
- How can an institution define and evaluate faculty productivity while taking into account disciplinary distinctions and diverse faculty interests and assignments?
- How can a college alter its faculty employment policies during a time of institutional transformation, while simultaneously responding to the distinct needs of multiple campus constituencies?
- What is the nature of transformative leadership, and what lessons can be learned from educational leaders about initiating, managing, and institutionalizing change?
- How can an institution respond to external concerns regarding its employment policies while maintaining control of a process with substantive, procedural, and political dimensions?
1. Blessed Trinity College: Modifying FacultyEvaluation and Contracts (William T. Mallon).
2. Georgia State University: Tackling Salary Inequity,Post–Tenure Review, and Part–Time Employment (Cheryl Sternman Rule).
3. Kansas State University: Evaluating andAddressing Chronic Low Achievement (Holly Madsen).
4. Olivet College: Aligning Faculty EmploymentPolicies with an Evolving Mission (William T. Mallon).
5. University of Central Arkansas:Transformative Leadership, PremiumContracts, and a New Identity (Cheryl Sternman Rule).
6. University of Minnesota: The Politicsof Tenure Reform (Cathy A. Trower).
Selected Bibliography on the Academic Professionand Organizational Change.