A Qualitative Case Study Exploring the Processes and Criteria for Presidential Leadership Selection in Three United States Higher Institutions of Learning
type: CreativeWork
description: Background of the Problem Today, research on U.S. higher education presidential search processes is limited, and existing literature characterizes these searches as reactive postures that are secretive, closed-door practices that have not adapted to the early signals of external seismic change. According to Quincy Martin (2021), “the world has evolved (p. 99).” Therein lies the problem. Quincy Martin insists, “Higher education has entered a period of upheaval, aided by new technologies, but hampered by political and cultural shifts. These are only amplified by modern, warp-speed information-sharing practices. All of this has exacerbated the consequences of scandals that threaten the stability of even the most powerful and financially secure institutions” (p. 99). -- Modern change demands that both the selection processes and criteria in institutions of higher learning seriously look at new possibilities. There are pervasive issues within, primarily due to the role in perpetuating the exclusion of marginalized groups, and a continued preference for White male leaders. The old systemic barriers negatively affect numerous stakeholders, including faculty, staff, students, and families. Institutions must face the external realities and restrictions that have come with the upheaval of uncertainty, current innovation trends, shifting demographics, and shifts in the legal landscape. Yet, it is found in studies that search committees often rely on outdated information, processes, and criteria. As a result, presidential selection often fails to prioritize the complex, multifaceted competencies required for effective leadership. Critical information is frequently overlooked, leading to the appointment of leaders who lack political acumen, emotional intelligence, humility, and integrity. Furthermore, challenges are intensified by a shrinking and homogeneous candidate pool. Method This research employed a qualitative methodology using a case study approach. It addressed the ques…
abstract: Background of the Problem Today, research on U.S. higher education presidential search processes is limited, and existing literature characterizes these searches as reactive postures that are secretive, closed-door practices that have not adapted to the early signals of external seismic change. According to Quincy Martin (2021), “the world has evolved (p. 99).” Therein lies the problem. Quincy Martin insists, “Higher education has entered a period of upheaval, aided by new technologies, but hampered by political and cultural shifts. These are only amplified by modern, warp-speed information-sharing practices. All of this has exacerbated the consequences of scandals that threaten the stability of even the most powerful and financially secure institutions” (p. 99). -- Modern change demands that both the selection processes and criteria in institutions of higher learning seriously look at new possibilities. There are pervasive issues within, primarily due to the role in perpetuating the exclusion of marginalized groups, and a continued preference for White male leaders. The old systemic barriers negatively affect numerous stakeholders, including faculty, staff, students, and families. Institutions must face the external realities and restrictions that have come with the upheaval of uncertainty, current innovation trends, shifting demographics, and shifts in the legal landscape. Yet, it is found in studies that search committees often rely on outdated information, processes, and criteria. As a result, presidential selection often fails to prioritize the complex, multifaceted competencies required for effective leadership. Critical information is frequently overlooked, leading to the appointment of leaders who lack political acumen, emotional intelligence, humility, and integrity. Furthermore, challenges are intensified by a shrinking and homogeneous candidate pool. Method This research employed a qualitative methodology using a case study approach. It addressed the ques…
author: Nsiah, Gabriel Kofi Boahen
keywords: University President, Leadership, Higher Institution, Selection Process, Educational Leadership, Higher Education Administration
date published: 2026-01-01T08:00:00Z
date modified: 2026-07-24T00:54:19Z
provider: Andrews University
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Andrews University