Leading researchers and practitioners explore the frontiers of education from an integral perspective.

Shared governance has been a hallmark of higher education in the United States since the early twentieth century. Since its inception, faculty, administrators, trustees, and other interested parties have either bemoaned or celebrated the idea. We offer a variety of viewpoints that bring to light various ways to think of shared governance. The intent is to foment dialogue and debate about the shape of shared governance for the future. Our assumption is that many challenges are at academe's doorstep that may require significant changes. If those of us who work in colleges and university are not well organized to deal with those challenges, the solutions that we develop will be love's labors lost. Governance is the means to implementing ideas that either respond to problems or provide new strategies. If academic governance is ineffective, then it needs to be reformed. The shape of those reforms is what the authors of this volume consider. Chapters address the subject of shared governance from several perspectives, including partnerships between the state and higher education; disjointed governance in university centers and insitutes; a cultural perspective on communication and governance; and balancing governance structures with leadership and trust. Contributors also explore a conceptual framework of faculty trust and participation in governance. This is the 127th issue of the Jossey-Bass quarterly report series New Directions for Higher Education.

The drive to internationalize higher education has seen the focus shift in recent years towards its defining element, the curriculum. As the point of connection between broader institutional strategies and the student experience, the curriculum plays a key role in the success or failure of the internationalization agenda. Yet despite much debate, the role and power of curriculum internationalization is often unappreciated. This has meant that critical questions, including what it means and how it can be achieved in different disciplines, have not been consistently or strategically addressed. This volume breaks new ground in connecting theory and practice in internationalizing the curriculum in different disciplinary and institutional contexts. An extensive literature review, case studies and action research projects provide valuable insights into the concept of internationalization of the curriculum. Best practice in curriculum design, teaching and learning in higher education are applied specifically to the process of internationalizing the curriculum. Examples from different disciplines and a range of practical resources and ideas are provided. Topics covered include: why internationalize the curriculum?; designing internationalized learning outcomes; using student diversity to internationalize the curriculum; blockers and enablers to internationalization of the curriculum; assessment in an internationalized curriculum; connecting internationalization of the curriculum with institutional goals and student learning. Internationalizing the Curriculum provides invaluable guidance to university managers, academic staff, professional development lecturers and support staff as well as students and scholars interested in advancing theory and practice in this important area.

"Peer leadership programs are not only pervasive, but also offer an effective and efficient means to advance students' adjustment, learning, development, and success. Student leaders, educators, and paraprofessionals make it financially feasible to run large-scale programs and are likely to be an even greater component of campus life and academic support in the future. The student outcomes of peer leadership are mutually beneficial: the students who provide the mentorship, leadership, or education gain as much, if not more, from the experience than the students they serve. Further, the range of positive gains from peer leadership has significant overlap with personal, civic, and social outcomes of college that are essential for success in a global society and economy."--Publisher.

Leading scholars of engagement analyze data from the first wave of community-engaged institutions as classified by the Carnegie Foundation for the Advancement of Teaching. The analyses collectively serve as a statement about the current status of higher education community engagement in the United States. Eschewing the usual arguments about why community engagement is important, this volume presents the first large-scale stocktaking about the nature and extent of the institutionalization of engagement in higher education. Aligned with the Carnegie Community Engagement Classification framework, the dimensions of leading, student learning, partnering, assessing, funding, and rewarding are discussed. This volume recognizes the progress made by this first wave of community-engaged institutions of higher education, acknowledges best practices of these exemplary institutions, and offers recommendations to leaders as a pathway forward. This is the 147th volume of the Jossey-Bass higher education quarterly report series New Directions for Higher Education. Addressed to presidents, vice presidents, deans, and other higher-education decision-makers on all kinds of campuses, New Directions for Higher Education provides timely information and authoritative advice about major issues and administrative problems confronting every institution.

Higher education is a complex package of issues which never seems to leave the limelight. The primary wedge issues are tuition cost, access, accountability, financial aid, government funding, sports and their place within higher education, academic results, societal gains as a whole in terms of international competition, and continuing education. This new book examines new directions in this ever-changing, vital and controversial field which has a profound effect on society.