The verdict is in: There is no one-size-fits-all formula to build the perfect college president, according to a new analysis by Academic Search. But among 700 leaders surveyed, trustworthiness, data acumen and a strong supporting cast are key to tackling higher education’s latest headwinds.
“What it takes to be an effective college president evolves in concert with the context, meaning presidential competencies are not a fixed checklist but rather a constellation of skills whose salience rises and falls,” the report read.
As colleges and universities face unprecedented political polarization, demographic changes and financial constraints, report researchers Jorge Burmicky of Howard University and Kevin McClure of the University of North Carolina Wilmington detailed five concepts that make aspiring and current presidents effective leaders.
Academic Search, along with help from the American Academic Leadership Institute, American Association of State Colleges and Universities and the Council of Independent Colleges, compiled the report’s survey and focus group analyses from spring 2023 to January 2024.
No “checklist” for leadership competencies
What a president needs to succeed is highly individualized based on their previous experience, professional background and cabinet’s strengths, the report contends. As a result, university leaders must demonstrate “self-awareness” to identify the help they need and a certain “willingness” to develop their skills. However, the kinds of competencies that presidents prioritize can vary by race and gender.
“This research revealed that presidents’ identities—with an emphasis on race and gender—are essential to consider when drawing conclusions about which presidential competencies are most important,” read the report.
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Presidents of color were more likely than white presidents to believe leadership programs should focus on a university’s governance structure, accreditation and human-resource processes and personnel management. Women (81%) were much more likely than men (68%) to prioritize weighing the consequences of decisions on different groups.
Of the over 700 presidents surveyed, 53% were men, 34% were women and 13% did not report their gender. Sixty-eight percent were white, 9.5% were Black or African American, 4% were Hispanic, 2% were Asian American and 14% did not report their race/ethnicity.
Despite their differences, here are the No. 1 competencies presidents found the most essential depending on category.
- Leadership qualities: Behave in a way that is trustworthy, consistent and accountable (96%)
- Management skills: build a collaborative cabinet dedicated to institutional goals (85%)
- Knowledge areas to be effective: The institution, culture and students (90%)
Trust is the bedrock of public perception
Gaining trust lays the foundation for a president to be recognized for all their other competencies. If they fail to confidently communicate comprehensive knowledge of their institution and its culture, things fall apart.
For instance, a perceived lack of transparency and responsibility in the failed hiring of a faculty member at Texas A&M University led to its president’s swift resignation.
“When presidents are no longer perceived as trustworthy, their ability to lead crumbles,” the report read. “When presidents are no longer perceived as communicative enough their constituents become frustrated.”
One way presidents can build stakeholder trust is by building a “reliable channel” for them to voice their concerns, especially for faculty, the report suggested.
Emotional intelligence is key for a successful college president
Successful college presidents must balance their technical prowess with their ability to read a room. That includes giving credit to others, checking their egos and being willing to admit mistakes. Humility, a common trait presidents listed as important in open-ended comments, should be demonstrated toward cabinet members as well.
For example, building resilience, one of the seven core competencies researchers identified presidents need today, relied on leaders feeling comfortable enough to rely on their small network when seeking counsel and comfort.
“Isolation is very real in this role… so having that network to reach out to in times of need is critical,” wrote one anonymous president.
Cabinets can be your biggest asset—or your biggest challenge
It may take “years to build a trustful cabinet,” according to one president. However, leaders should act swiftly and decisively to replace members, when necessary, to avoid “toxic environments and public mistrust,” the report contends.
“In our focus groups, we noticed a sense of regret by presidents who waited too long to replace key cabinet members that were not a good fit for their presidencies.”
Successful college presidents can compensate for their own skills gaps by hiring cabinet members who excel in those areas.
Data acumen is more than just numbers
Presidents don’t have to be a “numbers person” to make the most of their institutional data. In fact, their most important asset is being able to communicate its value to stakeholders. In the age of “data-driven decision-making,” presidents can use data to enhance their storytelling skills when speaking with stakeholders on a specific issue.
