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Presidencies Derailed is the first book to explore in depth why university presidencies fail and how university and college leadership can forestall, if not prevent.
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Not to mention the lessons also apply to all top leadership! Cabranes, U. Kauvar, and E. Grady Bogue. See on jhupbooks.

Book review of "Presidencies Derailed: Why University Leaders Fail and How to Prevent It"

Filed under Uncategorized. July 22, Leave a comment. Altmetrics tracks the activity on the Social Web and looks at research outputs besides research articles. Publishers of scientific research have enabled altmetrics on their articles, open source applications are available for platforms to display altmetrics on scientific research, and subscription models have been created that provide altmetrics.

In the future, altmetrics will be used to help identify the broader impact of research and to quickly identify high-impact research.

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Proceedings of the Charleston Library Conference. See on docs. July 13, Leave a comment. We think, especially in an age of increasing demands for accountability, that we academics ought to own impact, rather than having it determined by someone else. The number of retracted scientific publications has risen sharply, but it is unclear whether this reflects an increase in publication of flawed articles or an increase in the rate at which flawed articles are withdrawn.

We examined the interval between publication and retraction for 2, retracted articles indexed in PubMed.

Time-to-retraction from publication of article to publication of retraction averaged Among retracted articles published in or before , retraction required This suggests that journals are retracting papers more quickly than in the past, although recent articles requiring retraction may not have been recognized yet. To test the hypothesis that time-to-retraction is shorter for articles that receive careful scrutiny, time-to-retraction was correlated with journal impact factor IF. The first article retracted for plagiarism was published in and the first for duplicate publication in , showing that articles are now retracted for reasons not cited in the past.

From —, The increase in retracted articles appears to reflect changes in the behavior of both authors and institutions. Lower barriers to publication of flawed articles are seen in the increase in number and proportion of retractions by authors with a single retraction.


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FangPlosOne See on www. This book provides business school decision-makers with an evidence-based approach to improving the practice of graduate management education. Dierdorff, Denis J. Nayden, Dipak C.

Finding References

These were: a failure to meet institutional objectives and needs; b problems with interpersonal relationships whether with board members, faculty, executive staff, or community leaders ; c inability to lead key constituencies, including inability to build and develop a strong executive staff, delegate appropriately, and be generally accepted as a leader who has listened widely and acted with sensitivity and integrity for the good of the institution; and d difficulty adapting, including difficulty or unwillingness to comprehend the institutional history and culture when making the decisions for the long term good of the institution.

To these four generic leadership failures, and drawn from the case studies as well as their own leadership experiences, the authors add two that they believe to be more peculiar to institutions of higher education whether public or private, large or small, or elite research campuses or less selective teaching institutions : e ethical lapses and f board shortcomings. Skip navigation. The College Puzzle A college success blog by Dr. Michael W. Expand Menus. And More. However, the president left the process feeling as though it was only a formality that exposed divisions within the Board and the President shortly thereafter left the institution.

The Board Chair coordinated with the other board members to gather their perspective on who to be included in the process, how to compile the results, how to disseminate the results, and how to use the results going forward. A consultant identified a process and timeline, and worked with the general counsel to solicit in-person feedback from 20 members of the university community, including faculty, staff, students, board members, alums, and donors.

The results of the interviews and survey were shared with the Executive Committee, who also received a five page self-evaluation from the president, addressing his accomplishments, strengths, and suggested goals going forward.

The presidential evaluation process requires considerable amount of preparation and expertise to arrive at a productive destination. There is no process that works for all institutions; however, there are certain guiding principles that should guide the process. And, this opportunity can make all the difference between mission fulfillment and mission failure. Hendrickson, R.

Academic Leadership. Stylus Publishing: Sterling, Virginia.

BOOK REVIEW: 'Presidencies Derailed' - Washington Times

Selingo, J. Pathways to the university presidency: The future of higher education leadership.

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Deloitte University Press. Trachtenberg, S. Presidencies Derailed.