The challenges and rewards of leading as an interim administrator
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Colleges and universities across the country are in the midst of unprecedented changes as the higher education enterprise is undergoing significant shifts and is subjected to rapid fluctuations. It is within this highly complex environment that interim administrators are often called upon to lead for various reasons. Planned or unexpected transitions of current personnel, failed searches, and internal complications brought on by politically induced circumstances require that those in interim capacities provide stability and leadership.Keywords:
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This article is about interim leadership in academic settings, specifically at the level of dean of an educational program in nursing. The interim administrator is often an invisible actor in the history of a school or department. However, they are key players in maintaining stability, facilitating change, and providing a transitional pathway for the new, permanent leader. An essential theme is that interim administrators do real work that has consequences, and make real contributions to institutional history and continuity. This article provides guidance to those considering or serving in interim positions. Guidelines are suggested for the stages of evaluating and serving in interim positions: assessing the request to serve, making a decision about accepting an interim position, negotiating an interim position, and acting out the interim position, using the analogy of a theatrical play and guideposts for actors.
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The key ethical issues involved in developing policies for interim reports and interim analyses are considered. Then the twin topics of the appropriate contents of interim reports and the components of an appropriate interim analysis are discussed. Finally, suggested policies are offered.
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Most organisations are aware of interim management as a concept, but many are unclear as to exactly what interim management is, what it can do for their business, and how to find a good interim manager. This article outlines the basic principles of interim management, and answers some frequently-asked questions.
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Colleges and universities across the country are in the midst of unprecedented changes as the higher education enterprise is undergoing significant shifts and is subjected to rapid fluctuations. It is within this highly complex environment that interim administrators are often called upon to lead for various reasons. Planned or unexpected transitions of current personnel, failed searches, and internal complications brought on by politically induced circumstances require that those in interim capacities provide stability and leadership.
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Abstract Interim directorships are an important, but little investigated, aspect of museum management. This study of 52 interim directorships in the United States provides baseline parameters of the experience: how long it lasts, who is selected to serve, and how the experience affects their careers. One-fifth of the interim appointees assume the directorship in their museums, including nearly one-half of those who actively sought the position and one-fifth leave the institution shortly after their interim experience. Interim directorships appear to be an indicator of future museum appointments, as one-third of the interim appointees went on to regular directorship appointments later in their careers. This paper argues that the appointment of internal candidates as interim directors significantly alters the social ecology of the museum. It also discusses the ethical issues represented by the appointment of interim directors and suggests areas for further research.
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The nationally-recognized Susquehanna
Chorale will delight audiences of all
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to be moved, to be part of the
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working at an extremely high
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singing that will take you to new
heights!
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Interim directorships are an important, but little investigated, aspect of museum management. This study of 52 interim directorships in the United States provides baseline parameters of the experience: how long it lasts, who is selected to serve, and how the experience affects their careers. One-fifth of the interim appointees assume the directorship in their museums, including nearly one-half of those who actively sought the position and one-fifth leave the institution shortly after their interim experience. Interim directorships appear to be an indicator of future museum appointments, as one-third of the interim appointees went on to regular directorship appointments later in their careers. This paper argues that the appointment of internal candidates as interim directors significantly alters the social ecology of the museum. It also discusses the ethical issues represented by the appointment of interim directors and suggests areas for further research.
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