Controversies over higher education governance are in the news these days. The most recent occurred this summer when several members of the board of the University of Virginia asked the president, Teresa A. Sullivan, to resign, only to be forced to reinstate her after protests from students, faculty, donors, alumni, and others. That situation followed on the heels of a major scandal at the Pennsylvania State University, where a former assistant football coach was convicted of sexually assaulting minors on the campus--raising issues of whether the board was too dependent on its chief executive and had failed to push for information and answers. Governance challenges at other institutions around the country have also made local, if not national, headlines. "Trusteeship" asked some top higher education leaders and experts to comment on the key issues that emerged from the situation at the University of Virginia (and at any at other institutions that they wanted to comment on) and the implications and lessons for other boards. So what can be learned? The respondents are: (1) Janice M. Abraham; (2) David W. Breneman; (3) Richard Chait; (4) Gordon Davies; (5) Judith S. Eaton; (6) R. Barbara Gitenstein; (7) Stanley O. Ikenberry; (8) John Nelson; (9) Theodore J. Marchese; (10) Cary Nelson; (11) Robert M. O'Neil; (12) Hunter Rawlings; (13) Charles B. Reed; (14) Frank H.T. Rhodes; (15) Jeffrey B. Trammell; and (16) Jane Wellman. (Contains 2 resources.)
Citation
Janice M. Abraham et al., When Governance Goes Awry: What Are the Takeaways?, 20 Trusteeship 14–23 (September, 2012).
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