Combining expert knowledge, experience and reflections from senior leaders to distil collective leadership experiences, this book explores the realities of leadership at universities rather than the imagined and often-unrealistic expectations and perceptions of how leaders should act. This key text is an informed insider’s guide to leadership transitions that will assist talented individuals in considering whether to apply for, how to prepare for and how to take on the task of leading a university. The collection of leadership experiences provided will help universities to be more successful, students to have great educational experiences and staff at all levels to have more-fulfilling working environments. It will also consider how to avoid the emotional pain and suffering that can arise when leaders find themselves poorly equipped, unprepared, unable or unwilling to provide the sound and competent leadership that universities deserve. Centred on the practice and experience of leadership, this book will be a must-read for all new and existing heads of universities. It will also provide useful insights to those actively involved in the recruitment and development of senior leaders, members of senior leadership teams and those who hold governance roles in universities. Further updates and details about the application of the ideas in the book in practice can be found at www.leadershiptransitionsatthetop.com/.

For both new presidents and their institutions, the presidential leadership transition is an intense experience with serious ramifications for the success of the president's tenure. Ironically, although considerable time is spent orienting new stuedents to our institutions, little thought is given to designing an orientation or entry process for our senior leadership. This sourcebook describes some of the experiences of new presidents during their leadership transition, addresses the varying issues and dilemmas new presidents encounter, and offers advice based on research and first-hand experience. The volume is written for new and experienced presidents, for individuals who aspire to the presidency, and for those who work with new presidents and have a stake in seeing them succeed. This is the 93rd issue of the quarterly journal New Directions for Higher Education. For more information on the series, please see the Journals and Periodicals page.

For nonprofits leadership transitions are a time of exceptionally high risk. Here, three internationally-respected experts show how to systematically identify, introduce, support, and monitor leaders in ways that enhance rather than undermine their performance. They explain why leadership transitions are so challenging for nonprofits, and show how to replace chaos and crisis with proven, sustainable leadership transition plans. Writing for all nonprofit board members, leaders, aspiring leaders, and stakeholders, the authors demonstrate how to: Maintain organizational momentum, continuity, and credibility through the transition Find leaders who align well with your organizational values and its evolving culture Avoid fighting, rumors, accusations, and the common mistakes that derail nonprofit leadership transitions Build a sturdy bridge between departing and incoming leaders Set appropriate expectations for both boards and leaders, and guide them to complement each other successfully Plan succession and continuity for the long-term Use transitions to advance the organization’s mission

Zimpher, University of Wisconsin, Milwaukee.

A presidential transition has a major impact on the life of an institution. Hundreds of presidential transitions take place annually, and when they are not amicable and carefully orchestrated, they can scar both the institution and the president. Sanaghan, Goldstein, and Gaval estimate that more than one-third of the presidential transitions in higher education are involuntary and have a negative effect on the institution. This book is designed to provide assistance to presidents, trustees, faculty, and other important stakeholder groups and help them avoid the pitfalls of poorly managed transitions. The authors discuss how, with proper planning, care, and execution, this presidential passage can be an opportunity for a transitioning president, and those who surround him or her, to write a positive chapter in the campus history. Readers will discover that appropriately addressing the anxiety that accompanies major transitions_for both those joining the institution and those already present_is essential. Dozens of presidents, chancellors, board members, and other senior executives were interviewed for this book. Each major chapter includes selected personal observations, from these interviews, which illustrate the critical issues addressed in the book.

Senior leadership transitions are inevitable for every organization. No matter how long the tenure of any leader, a transition is coming. Unfortunately, leadership transitions often result in a major setback for the organization. A seamless leadership transition can help to maintain organizational momentum and ensure organizational continuity. One of your highest priorities must be planning for leaders transition with great diligence. If you agree, this book is written for you. Lee Kricher's four decades of senior leadership experience in both the corporate and non-profit worlds give him a unique perspective on effective senior leadership transition. He is currently the President of the Pittsburgh Leadership Foundation (PLF), a non-profit organization that was established in 1978 to bring leaders together for the good of the city. Lee earned his bachelor's degree in Human Resources from Geneva College, a Master in Global Leadership from Fuller Theological Seminary, an MBA from the University of Pittsburgh and a Doctorate from Pittsburgh Theological Seminary.

An executive’s transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO “take charge”: the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role. This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to: • Decide how best to approach the job • Prioritize the first areas of the business you should attend to • Draw up your goals for the first few weeks and months into the role • Find out if there are there any decisions that you can postpone making Based on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success.