Abstract
Institutions of higher learning continue to face many challenges, from declining revenues and increasedcosts (Fain, 2008) to lack of confidence in their ability to meet the needs of the students and the societythey serve (Smith, 2004). At the center of the institution is its CEO: the president. It is in this office andat this person that the buck stops. It is here where decisions are made that will affect the institution andall of its constituencies. As the literal and symbolic leader, the vitality of a given institution is dependentupon the effectiveness of its president (Rhodes, 1998). Yet, it is not uncommon to have hundreds ofpresidential positions in higher education open in any given year (Alton & Dean, 2002), and institutionalgoverning boards are continually faced with the daunting task of searching for, and selecting, theseimportant leaders.
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