Abstract
This study gained insight into the impinging realities that college and university presidents will face in the new millennium, into the roles and strategies available for tackling these realities, and into the personal attributes that contribute to organizational effectiveness. Case study methods were employed, as the participants were all similarly bound by time and space. Qualitative analytic procedures were utilized to interpret data elicited in response to interview protocol, a process involving: organizing data; generating categories, themes, and patterns; testing emergent hypotheses against the data; and searching for alternative explanations of the data. Results substantiate findings that leaders transform their respective institutions into ethical and moral organizations by demonstrating their own moral and ethical fortitude.
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