- 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.
Cheryl Sternman Rule served as research analyst for the Project on Faculty Appointments at the Harvard Graduate School of Education.