Socrates in the Boardroom argues that world-class scholars, not administrators, make the best leaders of research universities. Amanda Goodall cuts through the rhetoric and misinformation swirling around this contentious issue--such as the assertion that academics simply don't have the managerial expertise needed to head the world's leading schools--using hard evidence and careful, dispassionate analysis. She shows precisely why experts need leaders who are experts like themselves.
Goodall draws from the latest data on the world's premier research universities along with in-depth interviews with top university leaders both past and present, including University of Pennsylvania President Amy Gutmann; Derek Bok and Lawrence Summers, former presidents of Harvard University; John Hood, former vice chancellor of the University of Oxford; Cornell University President David Skorton; and many others. Goodall explains why the most effective leaders are those who have deep expertise in what their organizations actually do. Her findings carry broad implications for the management of higher education, and she demonstrates that the same fundamental principle holds true for other important business sectors as well.
Experts, not managers, make the best leaders. Read Socrates in the Boardroom and learn why.
"Can one prove that colleges or universities are best off with real academics as leader? Amanda H. Goodall thinks you can, at least with regard to research universities. . . . Socrates in the Boardroom is a mix of quantitative and philosophical arguments."--Scott Jaschik, Inside Higher Ed
"There is much to Goodall's argument, particularly in such difficult times. . . Goodall's work argues against the recent trend toward appointing as the college leader a person from outside of higher education."--Laura Skandera Trombley, Chronicle Review
"Goodall draws from the latest data on the world's premier research universities and in-depth interviews with top university leaders to explain why the most effective leaders are those who have deep expertise in what their organisations do. Her findings carry broad implications for the management of higher education."--Society Now
"Goodall has penned a clearly written argument on the virtues of specialization and specialized knowledge. She reminds her reader, time and again, that she believes that research universities thrive when highly cited scholars occupy positions of influence. There is much in here to consider, and many audiences who will find the book to be accessible."--Christopher C. Morphew, Higher Education Journal
Table of Contents:
CHAPTER ONE: The Argument 1
CHAPTER TWO: Leaders of the World's Top Universities 24
CHAPTER THREE: Deans of the Top Business Schools 46
CHAPTER FOUR: Is There Longitudinal Evidence That Scholars Improve the Performance of Their Universities? 55
CHAPTER FIVE: Why Choose Leaders Who Are Scholars? What University Presidents Say about It 79
CHAPTER SIX: How Do Leaders Get Selected? 106
CHAPTER SEVEN: Expert Leaders among Professionals, in Sport and the Arts 124
CHAPTER EIGHT: In Conclusion 136
APPENDIX ONE: Data Collection 141
APPENDIX TWO: Bibliometric Data 147
APPENDIX THREE: The Sample of Universities and Business Schools 153
APPENDIX FOUR: The Decline of Nobel Prizes in Europe 159
APPENDIX FIVE: Analysis of All Departments (Those Rated Top-5 in the RAE) 163
APPENDIX SIX: Notes from a Department Head 167