It’s no secret that the field of higher education is experiencing significant and sustained disruption. Cuts to government funding, proliferation of lower-cost models, and increasing costs of wooing high-demand students are applying pressure to universities’ top- and bottom-line growth. Accordingly, the expectations of the dean role have also evolved, with successful colleges no longer looking for the “super faculty member” who can oversee curriculum development and tenure decisions, but rather the “academic entrepreneur” capable of directing fundraising, managing the P&L, and driving the diversification of revenue streams.

Today’s deans are therefore more akin to “mini-CEOs,” who must possess business acumen, strong...

Subscribe to Read More

Are You an Educator?

Get Free online access to all our
news and resources and get
eCampus News Today email newsletter

About the Author:

Mirah Horowitz is a consultant in executive search and leadership consulting firm Russell Reynolds Associates’ nonprofit practice, with a focus on higher education. Based in Palo Alto, Calif., she focuses on identifying senior academic and functional leaders within colleges and universities.