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2018 June AAL Newsletter

Why Leaders Should Focus on Long-term Growth

by Brian Dumaine & Michael Useem

While it may be challenging to plan for long-term growth when the pressures of managing the short-term have become so great, Dumaine and Useem offer advice to help you juggle both. In their book Go Long: Why Long-Term Thinking is Your Best Short-Term Strategy, the authors contend that building connections with long-term investors is key to tackling your vision: “75% of all equity is actually held by long-term investors … Part of the trick is to find out who those long-term shareholders are in your corporation and go to them, gain their support, express to them a very vivid and persuasive long-term vision for your company.”

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Communicate Clearly and Openly

by Naphtali Hoff

Being a better leader, especially on an understaffed team, requires exceptional communication. Naphtali Hoff urges leaders to schedule weekly team meetings, promote two-way feedback, schedule no-interruption work periods, and plan on downtime to maximize and strengthen team bonds.

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How a Nontraditional Presidency Can Succeed

by Todd Adams

Todd Adams discusses the ways in which college and university leaders with little to no background or experience in academia can become successful in their roles. Through his time on the presidential search committee at Florida State University, Adams has learned three major components to success: communication is critical, faculty members need to be willing to work with the new president, and some education about your organization is necessary.

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Edmentum CEO Jamie Candee on the Importance of Taking Risks

by Patrick Gorman

Jamie Candee sits down with Chief Executive to discuss the ways in which her diverse job background positively impacted her success as a CEO.  Candee asserts that understanding your team’s challenges, and failures, as well as how they culturally operate, grants a unique perspective: “To be successful as a leader, it’s really understanding what motivates people, how to create a culture and an environment where they thrive.”

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To Be the Best, Invest in Relationships and Results

by S. Chris Edmonds

S. Chris Edmonds encourages the use of three game-changing tactics to influence others in the workplace—tactics successfully implemented by Tamara McCleary, internationally recognized expert on branding, influence, and social business. Edmonds argues that by connecting with employees, collecting data regarding their happiness, and evaluating the progress of their engagement, you can become a better leader.

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2018 May AAL Newsletter

Empowering Bottom-Up Communications in a Top-Down Environment

by Joseph Master

A 2016 report conducted by Cornerstone OnDemand and Ellucian found that “69 percent of higher education institutions surveyed admitted to struggling to retain top staff.” Master argues that “where there is friction, there is opportunity,” and offers advice on creating collaborative work environments in which creativity is valued.

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How to Be Both a Professor and a Dean

by David D. Perlmutter

David D. Perlmutter, dean of the College of Media and Communications at Texas Tech University, shares his advice on balancing academic involvement and administrative duties as a dean. Perlmutter believes that bridging this gap can be beneficial to campus relations: “The cultural and caste divides on campuses concerning leadership, change, and governance are stark… As much engagement with ‘the other’ as you can muster is always beneficial, for ourselves and for higher education itself.”

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Are You A Trusted Leader?

by John Kador

Teams led by trusted leaders are often more resilient, accountable, and faster at decision-making. However, trust is easier experienced than measured. Kador offers an assessment that will help you determine if you are experienced as a trusted leader in your organization.

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Building the Bonds of a High-Performing Team

by Mike Figliuolo

Figliuolo outlines three deliberate steps you can take to build a high-performing team: bringing in the right talent, strengthening bonds, and building trust. He argues that, by assessing personality types and fostering collaboration, your team can quickly build chemistry and improve work output.

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The 8 Principles of Rebel Leadership

by Carmen Nobel

In her new book Rebel Talent: Why It Pays to Break the Rules at Work and in Life, Francesca Gino discusses the importance of encouraging respectful dissent and innovative thinking in the workplace. Carmen Nobel explores this argument with Gino and examines the eight principles of leadership that can unleash creative solutions.

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S2E07 The Practical Difference of Virtuous Leadership

How is the “purpose-driven organization” an expression of virtuous leadership? Listen as AAL’s President and The 9 Virtues of Exceptional Leaders: Unlocking Your Leadership Potential co-author, Dr. Karl Haden, discusses the practical difference that virtuous leadership makes—both in our collective history and for today’s leaders.


AAL’s Senior Fellow and The 9 Virtues of Exception Leaders: Unlocking Your Leadership Potential co-author, Professor Rob Jenkins, continues AAL’s Leadcast conversation about perseverance. He tells us there are two opposites of perseverance and explains the important role of humility.

2018 April AAL Newsletter

Three Lessons CEOs Can Learn from King Hammurabi

by John Kador

While the Code of Hammurabi may translate as authoritarian by today’s standards, Kador shows how the Babylonian king’s concern for welfare and consequences protected his people from selfish business practices. Kador asserts that modern leaders can learn from Hammurabi’s “struggle to regulate accountability, align incentives, manage risk, and communicate standards.”

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Leaders Who Make Their Own Luck Do These 5 Things

by Leigh Buchanan

Buchanan examines the relationship between luck, chance, and hard work in her discussion of the book How Luck Happens: Using the Science of Luck to Transform Work, Love, and Life: “Think of talent and hard work as the cherries you can control, setting yourself up to benefit from opportunities when they materialize, either randomly or as the result of events you set in motion in the past, perhaps without realizing it.”

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2 Forces for Shaping Conversation and Building Relationships

by Marlene Chism

Chism defines what she believes to be the two forces that shape conversations among leaders and employees: intention and alignment. Chism explains, “Intention is a powerful force that affects the outcome, and alignment tells you when you are on-base or off-base.” She offers professional examples on how to better align with and practice these forces.

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The Music of Day-to-Day Leadership

by Dan Rockwell

Leaders’ word choice is analogous to composing leadership music, says Rockwell. He recommends assuming a positive, solution-centered leadership position and not complaining when things go wrong: “People determine if you are positive or negative, backward-looking or forward-focused, follower or leader, weak or powerful by the language you use.”

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The Workplace Culture Chasm: Why So Many Get It Wrong

by Knowledge@Wharton

If we know that workplace culture matters, why do so many organizations continue to struggle with it? Todd Davis, author of Get Better: Fifteen Proven Practices to Build Effective Relationships at Work, speaks to Knowledge@Wharton about the lessons learned from his more than 30 years in human resources and talent development. Davis says building culture boils down to improving relationships.

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In this, the first of two Leadcasts on the topic of perseverance, AAL’s president and The 9 Virtues of Exception Leaders: Unlocking Your Leadership Potential co-author, Dr. Karl Haden, ponders the virtue of perseverance. Most leaders know how to persevere, but what can leaders do to help themselves recognize when it’s time to stop?

AAL’s Senior Fellow and The 9 Virtues of Exception Leaders: Unlocking Your Leadership Potential co-author, Professor Rob Jenkins, defines the essence of virtuous leadership (on and off the basketball court).