Leadership Development Programs a
PRESIDENTIAL LEADERSHIP Presidential Leadership programs are designed for college and university presidents and chancellors from all sectors of higher education in the United States and abroad.
Harvard Seminar for New Presidents
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• Newly appointed first-time presidents • Faculty Chair: Judith Block McLaughlin
Harvard Seminar for Presidential Leadership
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• Presidents with 2+ years of experience • Faculty Chair: Judith Block McLaughlin
HIGHER EDUCATION LEADERSHIP The Higher Education Leadership portfolio offers a series of progressive professional development programs for higher education administrators from a wide range of settings, throughout their careers.
Management Development Program (MDP)
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• Administrators with 3 – 7 years of experience • Faculty Chair: Joseph Zolner
Institute for Management and Leadership in Education (MLE) 19 • Administrators with 5 – 12 years of experience • Faculty Chair: Matthew Miller
Institute for Educational Management (IEM)
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• Senior administrators with 10+ years of experience • Faculty and Educational Co-Chairs: James Honan and Richard Reddick
LIBRARY LEADERSHIP Library Leadership programs offer a unique opportunity for librarians to learn with and from both Harvard faculty and leading library professionals and policymakers representing a broad range of academic and public institutions.
Contemporary Challenges in Library Leadership: Building Community, Leading Change
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• Academic and public library leaders • Faculty Chair: Joseph Zolner
Leadership Institute for Academic Librarians
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• College and university librarians • Faculty Chair: Joseph Zolner
FOCUSED TOPICS The Harvard Institutes for Higher Education also offer programs that address more focused leadership challenges and contexts.
Women in Education Leadership
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• PreK–12 and higher education faculty and administrators • Faculty Chair: Deborah Jewell-Sherman
Crisis Leadership in Higher Education
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• Senior-level higher education administrators • Faculty and Educational Co-Chairs: James Honan and Herman B. “Dutch” Leonard
Seminar on Leadership of the Faculty: A COACHE Program at the Harvard Institutes for Higher Education
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• Chief academic officers and other senior-level administrators with institution-wide oversight of the faculty domain • Educational Chair: Kiernan Mathews
Leading for Student Success: An Institute for Leaders in Higher Education
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• Leadership teams composed of three to six members • Faculty and Educational Co-Chairs: James Honan, Bridget Terry Long, and Matthew Miller
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A Message from the Dean As the Dean of the Harvard Graduate School of Education, I am delighted to share this year’s robust offerings from the Harvard Institutes for Higher Education (HIHE). Transformative learning. HIHE offers comprehensive leadership development programs for higher education leaders serving in a wide range of roles and institutions. Whether you are a president of a community college, a director at a large research university, or a librarian at a liberal arts school, our blend of relevant research and experiential learning will stretch your thinking and inspire active engagement with accomplished peers. You will be equipped with deep, practical knowledge that will transform your leadership in action. Valuable connections. At HIHE, you will come together with professionals in similar roles and faculty experts to reflect honestly, share openly, and tackle collaboratively the most pressing challenges facing your institution and higher education. The valuable connections you establish here will link you to a vibrant network of thousands of alumni, many of whom sustain lasting relationships with each other and return to HIHE as their careers advance. Lasting impact. With an extraordinary faculty, participants driven to make a difference, and a nearly 50-year history of success, our programs have a significant impact on higher education. As our alumni attest, you will leave informed, renewed, and better prepared to lead growth and improvement. I hope that you will embrace this opportunity to invest in your leadership and in the future of your institution.
Bridget Terry Long Dean and Saris Professor of Education and Economics Harvard Graduate School of Education
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PRESIDENTIAL LEADERSHIP Our Presidential Leadership portfolio provides a rare opportunity for college and university presidents and chancellors to prepare for and reflect on their presidencies, formulate future plans, and gain practical insights into important topics in higher education. The Presidential Leadership programs provide an immersive and engaging learning environment, one that creates the opportunity for reflection and meaningful connections with an extraordinary peer group of presidential colleagues.
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Harvard Seminar for New Presidents www.gse.harvard.edu/ppe/np Leading a college or university in the 21st century requires a president with forward-thinking leadership skills and an open, responsive, and articulate communications approach. The Harvard Seminar for New Presidents focuses on critical issues in the first months and years of the presidency, with intensive sessions that address a range of topics, including board governance, fundraising, academic leadership, strategic planning, the digital president, and the public role of the presidency. Participants will be introduced to an extraordinary peer group of colleagues, reflect on their situations, and consult with experts about special concerns and circumstances. In this program, you will: • Explore the importance of the culture and traditions of an institution • Address the role of institutional governance, the relationship between the president and the governing board, and specific steps the chief executive can take to improve board performance • Examine important components of the fundraising process and the president’s role in ensuring its success • Introduce new presidents to the role of financial leadership in institutional decision making • Focus on the president as chief executive and senior personnel officer • Explore the role of the president as an academic leader • Discuss issues and choices related to the life of the president • Consider the opportunities and challenges of social media in the president’s communications • Examine the president’s role in the design and implementation of strategic planning efforts and how to develop and monitor institutional performance indicators
WHO SHOULD ATTEND • First-time college and university presidents and chancellors, ranging from those who have been appointed but not yet assumed office to those within the first 12 months of their presidencies • Presidents from all sectors of higher education — colleges, universities, and community colleges
FACULTY CHAIR Judith Block McLaughlin | Senior Lecturer on Education, HGSE
“ I cannot imagine a more powerful way to prepare for a presidency than the Harvard Seminar for New Presidents (NP). As institutional leaders, time is always our most valuable resource. The seminar provides considerable wisdom and practical insight to make every moment of presidential life count.” Mark McCoy (NP participant) President, DePauw University (IN)
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JUDITH BLOCK McLAUGHLIN
“ Given the acute internal and external challenges facing higher education today, the work of college and university leaders has never been more difficult — or more important. The Harvard Institutes for Higher Education provide opportunities for leaders to enhance their leadership skills, learn new strategies for their institutions, and develop networks of support and counsel.” Judith Block McLaughlin, Senior Lecturer on Education, HGSE Faculty Chair, Harvard Seminar for New Presidents; Harvard Seminar for Presidential Leadership
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“ The seminar enabled me to reflect more deeply on the challenges and opportunities facing my institution in the company of presidents from throughout the nation and around the world. I expanded my professional network in ways that will be invaluable to me and my institution.� Joseph I. Castro (SPL participant) President, California State University, Fresno
Harvard Seminar for Presidential Leadership www.gse.harvard.edu/ppe/spl This interactive and retreat-like seminar provides a rare opportunity for college and university presidents and chancellors to consider personal and institutional challenges in a supportive and confidential setting. You will reflect on your presidency and your vision for the role, identify future plans for impact, evaluate the state of the institution and assess your progress toward professional and institutional goals, and gain insight about critical issues facing higher education. In this program, you will: • Assess the current state of your institution and presidency • Identify possible new directions and strategies • Consider how to navigate tensions between internal and external stakeholders Visit the program webpage to learn more about the program topics.
WHO SHOULD ATTEND • College and university presidents from across all sectors of higher education with a minimum of two years of experience in the presidency
FACULTY CHAIR Judith Block McLaughlin | Senior Lecturer on Education, HGSE
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HIGHER EDUCATION LEADERSHIP Our Higher Education Leadership portfolio offers a series of progressive career development experiences for higher education administrators throughout their careers and in a wide range of settings, from large research universities to small liberal arts colleges and community colleges. Designed to meet the management and leadership challenges unique to specific roles and levels of responsibility, our Higher Education Leadership programs serve directors, department heads, deans, vice presidents, provosts, and presidents.
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Management Development Program (MDP) www.gse.harvard.edu/ppe/mdp Middle managers in higher education face a distinctive set of leadership challenges. The Management Development Program (MDP) prepares you to become a better leader of your unit, department, or college, as well as a more valuable contributor to broader institutional goals. In this program, you will: • Understand the characteristics of effective leadership in higher education • Learn how to develop and lead high-functioning teams • Understand your optimal role in planning initiatives • Analyze financial data and understand how funds are allocated and budgets are created • Develop tools for the management of financial and human resources and strategic resource allocation • Consider the ethical dimensions of educational leadership • Identify the conditions — both individual and institutional — that increase opportunities for professional development and personal transformation • Learn how to function as an effective change agent • Learn to cultivate and lead a community and culture of diversity, equity, and inclusion
WHO SHOULD ATTEND • Mid-level administrators with 3 – 7 years of experience • Deans, directors, and department heads
FACULTY CHAIR Joseph Zolner | Lecturer on Education, HGSE
“ MDP changed the way I think about leadership. The program broadens your horizons and makes you consider the larger purpose behind your job. I’m not prone to hyperbole, but MDP was a life-changing experience.” Hari Rajagopalan (MDP participant) Dean, School of Business, Francis Marion University (SC)
“ The curriculum is highly applicable, and program activities are both practical and well conceived. Since participants invest heavily in their own preparation and participation, the learning sticks! I know I am a better leader because of my HIHE experiences.” Dale-Elizabeth Pehrsson (MDP and IEM participant) President, Clarion University (PA)
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“ The Harvard Institutes for Higher Education are very intentional about crafting learning environments that take maximum advantage of the many teachers — both Harvard faculty and experienced practitioners — in the room. In addition to imparting new skills, concepts, and ideas about leadership and institutional effectiveness, HIHE programs create opportunities for participants to learn more about themselves in ways that help them continue to grow and develop throughout their careers. We create a special context that supports a kind of learning that is both in the head and from the heart — an experience that yields powerful and enduring collegial relationships and ongoing learning.” Matthew Miller, Senior Lecturer on Education and Associate Dean for Learning and Teaching, HGSE Faculty Chair, MLE
MATTHEW MILLER
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“ MLE introduced me to extraordinary leaders, new research, and a much broader array of institutional contexts. I have reflected on my MLE experience again and again throughout my transitions from faculty to provost to president.� Elizabeth L. Hillman (MLE participant) President, Mills College (CA)
Institute for Management and Leadership in Education (MLE) www.gse.harvard.edu/ppe/mle The Institute for Management and Leadership in Education (MLE) is designed for experienced administrators who are responsible for thinking strategically about their institutions’ change agendas. The program will offer you the opportunity to enhance your leadership abilities, gain a deeper understanding of issues affecting your institution, and manage change effectively — all in a supportive learning environment with Harvard faculty and accomplished higher education leaders from across the country and around the world. In this program, you will: • Master new approaches to leadership • Develop and implement effective strategies • Review and assess the impact of changes in the higher education competitive environment • Evaluate the impact of new initiatives and alliances • Realign faculty and financial resources • Understand and overcome the challenges of organizational change
WHO SHOULD ATTEND • Experienced administrators with 5 – 12 years of experience • Provosts, vice presidents, and deans responsible for securing the long-term future of their institutions
FACULTY CHAIR Matthew Miller | Senior Lecturer on Education; Associate Dean for Learning and Teaching, HGSE
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JAMES HONAN
“ The Harvard Institutes for Higher Education have two central, mutually reinforcing objectives. First, we strive to be the very best source of professional development for higher education leaders in ways that strengthen individual skills and capabilities. In addition, HIHE’s engaging learning environment, ‘real-world’ orientation, and robust alumni network produce tangible institutional benefits. Drawing on almost 50 years of leadership development experience, our programs will make you a better leader and, in the process, make your institution a better place for teaching and learning.” James Honan, Senior Lecturer on Education, HGSE Faculty Co-Chair, IEM; Crisis Leadership in Higher Education; Leading for Student Success: An Institute for Leaders in Higher Education
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Institute for Educational Management (IEM) www.gse.harvard.edu/ppe/iem IEM prepares senior leaders in higher education to address the most pressing challenges they face, including setting strategic direction and getting buy-in from key stakeholders, competing successfully in a dynamic marketplace, optimizing the impact of financial and human resources, embracing the right emerging technologies, leveraging diversity and creating an inclusive community on campus, and responding to questions about the relevance and effectiveness of higher education primarily in the U.S. context, while considering international perspectives. In this program, you will: • Articulate your own leadership challenges and explore how to advance the mission of your institution • Gain insight on balancing internal and external leadership roles and working more effectively as a member of the senior leadership team • Learn to lead in creating a community and culture of diversity, equity, and inclusion • Develop the capacity to drive innovation, improvement, and change for lasting impact at your institution • Deepen your understanding of the components of institutional success and learn to leverage the capacity in your own school • Engage with a dynamic, accomplished network of peers from across the country and around the world to develop your thinking through peer coaching and a sustained professional network
WHO SHOULD ATTEND • Senior-level administrators with 10+ years of experience with the responsibility and authority to shape institution-wide policy • Presidents, provosts, vice presidents, and other cabinet-level administrators who participate in strategic decision-making that shapes the future of the institution
FACULTY AND EDUCATIONAL CO-CHAIRS James Honan | Senior Lecturer on Education, HGSE Richard Reddick | Associate Professor and Coordinator of the Program in Higher Education Leadership in the Department of Educational Leadership and Policy (ELP), The University of Texas at Austin
“ IEM is one of the best investments you can make. Expanding your professional network alone is worth the cost, but the program also enables you to see new intersections between larger higher education issues and the specifics of your job. You will be able to chart a new institutional course as a newly equipped change agent. Take the plunge. I promise you won’t regret it!” Kevin McDonald (IEM participant) Chief Equity, Diversity, and Inclusion Officer, University of Missouri System
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“ The Harvard Institutes for Higher Education convene leaders in higher education from across the country and the world, from various institutional and professional backgrounds. We strategize, plan, and recruit the most knowledgeable, engaging faculty to teach in our programs. The result is that we create an amazingly generative session, leveraging the expertise and experience of our program participants with thought leaders in higher education.� Richard Reddick, Associate Dean for Equity, Community Engagement, and Outreach and Associate Professor of Higher Education Leadership, College of Education, The University of Texas at Austin Educational Co-Chair, IEM
RICHARD REDDICK
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LIBRARY LEADERSHIP Our Library Leadership offerings provide a unique opportunity for librarians to learn with and from both Harvard faculty and leading library professionals and policymakers representing a broad range of academic and public libraries. Our programs address strategies for effective leadership in contemporary libraries and the role of library leaders as new technologies redefine teaching, learning, and information services.
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Contemporary Challenges in Library Leadership:
Building Community, Leading Change Formerly titled Library Leadership in a Digital Age
www.gse.harvard.edu/ppe/ccll Learn how to develop and enact leadership skills critical to the success of 21st-century libraries and other cultural institutions where access to new knowledge and mastery of emerging information resources are central to their mission and future success. Participants will learn to think more critically and act more decisively to improve their leadership skills and enhance the performance of their organization. In this program, you will: • Address areas critical to the future success of leaders of libraries and other cultural heritage institutions • Learn how emerging technological innovations are transforming the work of libraries and other cultural institutions and how your organization needs to respond • Understand more clearly how issues of diversity, equity, and inclusion impact you and your organization to inform the actions you must take to advocate for and cultivate a greater sense of belonging among the multiple constituencies you serve • Identify the strengths, weaknesses, blind spots, and opportunities for improvement of your own leadership practice to better serve your organization and its many stakeholders • Develop improvement strategies for both you and the library or cultural heritage organization that you serve
WHO SHOULD ATTEND • Library leaders from multiple sectors and contexts, including public libraries, research organizations, college and university libraries, PreK–12 schools, and professional associations • Individuals from cultural organizations (galleries, archives, and museums) where access to knowledge and information is a central part of their mission and who serve diverse audiences and constituents • People in executive-level positions at organizations who collaborate with leaders of libraries, archives, museums, and other cultural heritage institutions
FACULTY CHAIR Joseph Zolner | Adjunct Lecturer on Education, HGSE
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“ The Leadership Institute for Academic Librarians (LIAL) provided a very important opportunity to reflect on my leadership practice. The program gave me greater confidence and imparted valuable leadership lessons. Any academic librarian interested in gaining solid, practical skills will benefit from LIAL.� Sarah Lucchesi (LIAL participant) Associate Director for Education and Research, Van Pelt and Opie Library, Michigan Technological University
Leadership Institute for Academic Librarians www.gse.harvard.edu/ppe/lial Apply important leadership concepts to the practical challenges of managing the contemporary academic library. Immerse yourself in three key leadership areas — planning, organizational strategy and change, and transformational learning — with an overarching goal of increasing your leadership effectiveness and management capacity. The Leadership Institute for Academic Librarians provides tools and insights to improve your leadership capabilities and help your library succeed. In this program, you will consider two key questions: • How effective is your own leadership? • How well positioned is your library to meet current and future challenges?
WHO SHOULD ATTEND • College and university librarians with leadership and/or management responsibilities • Library deans, directors, and unit heads, along with those reporting to them in positions like associate university librarian or assistant library dean • Other campus administrators with responsibilities that routinely affect important library-related functions
FACULTY CHAIR Joseph Zolner | Adjunct Lecturer on Education, HGSE
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“ The Harvard Institutes for Higher Education are firmly committed to creating powerful learning experiences that foster both institutional improvement and personal transformation. It is a genuine privilege to work each year with such committed and accomplished higher education leaders to strengthen their leadership skills and enhance the performance of their institutions. “ Perhaps the most powerful indicator of HIHE’s longterm impact is the fact that so many colleges and universities continue to send us their most promising administrators. I’m truly delighted to be able to work with, learn from, and be inspired by them.” Joseph Zolner, Adjunct Lecturer on Education, HGSE Faculty Chair, Management Development Program (MDP); Leadership Institute for Academic Librarians; Contemporary Challenges in Library Leadership: Building Community, Leading Change
JOSEPH ZOLNER
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FOCUSED TOPICS The Harvard Institutes for Higher Education also offer programs that address more focused leadership challenges and contexts. Women in Education Leadership brings together educators from preK–12 and higher education to consider the distinctive challenges facing women leaders and create ongoing connections with likeminded women committed to leading change in diverse educational settings. Crisis Leadership in Higher Education draws on the expertise of faculty from HGSE and the Harvard Kennedy School to examine best practices for preventing and responding to crises on college and university campuses. The Seminar on Leadership of the Faculty gathers chief academic officers and others with institutionwide oversight of the faculty domain to examine and reconsider, under a new lens and informed by the latest research, the persistent challenges of developing and leading college faculty. Leading for Student Success is designed to prepare participants to lead their institution’s change management process and bring stakeholders together to coalesce around achieving equitable student success. 35
Women in Education Leadership www.gse.harvard.edu/ppe/wil Identify the unique challenges and opportunities facing women leaders, connect with peers, and strengthen skills for both personal and organizational success. Assess your leadership style and learn to think more strategically and leverage your strengths as you advocate for and manage change. In this program, you will: • Analyze your challenges and the resources and learning required to address them • Develop your understanding and practice of negotiation and strategic communication • Understand the skills and dispositions required to navigate crises • Learn new strategies for building and leading senior leadership teams • Raise the visibility of women as senior leaders • Create a lasting network of women leaders who are effecting change in education
WHO SHOULD ATTEND • Program directors, department chairs, and other administrators in higher education • Superintendents, assistant superintendents, chief academic officers, and principals in preK–12 education • Chief state school officers and state-level leaders • CEOs of nonprofit educational organizations and foundations • Past participants are encouraged to return since the program includes new material
FACULTY CHAIR Deborah Jewell-Sherman | Professor of Practice, HGSE
“ My experience at Women in Education Leadership (WIL) was life changing. The women that presented had reached their professional pinnacles and shattered the glass ceiling. The program revitalized my devotion to be a superior leader, role model, and teacher and provided the confidence to achieve my professional aspirations.” Michelle Butina (WIL participant) Medical Laboratory Science Program Director; Associate Professor, University of Kentucky College of Health Sciences
“ Women in Education Leadership was, by far, the best leadership training I have received in my career. The program affords an opportunity to network, learn, and self-reflect among extraordinary women who have made transformational contributions to education and society. Attending the program has changed me forever.” Marcia Millet (WIL participant) Associate Dean, Division of Professional Education; Director of Teacher Education; Associate Professor, Stillman College (AL)
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“ Higher education leaders come to the Harvard Institutes for Higher Education to learn, reflect on key educational issues, and connect with other professionals who share their concerns. Participants leave HIHE programs with relevant knowledge, key insights, heightened focus and energy, and new colleagues who will continue to be co-learners and future thought partners. “ HIHE programs pay great dividends in the professional growth and development of participants. That’s why so many keep coming back — to be inspired, intellectually challenged, and professionally renewed for the critical roles they play each day in the transformation of the education sector.” Deborah Jewell-Sherman, Professor of Practice, HGSE Faculty Chair, Women in Education Leadership
DEBORAH JEWELL-SHERMAN
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Crisis Leadership in Higher Education www.gse.harvard.edu/ppe/clhe Crisis Leadership in Higher Education focuses on the strategic and operational issues that arise when preparing for, responding to, and recovering from a crisis — from on-campus violence to natural disasters to controversial statements or actions by faculty and staff. Learn to improvise and innovate under acute time pressure and high stress to respond, survive, and recover with minimal damage. The program draws on the knowledge of the Harvard Kennedy School in crisis management and the Harvard Graduate School of Education in higher education, creating a powerful mix of expertise, knowledge, and experience. In this program, you will: • Diagnose and understand the nature of the event • Recognize critical distinctions between different types of crises • Foster situational awareness • Understand and manage policy and operational concerns • Ensure appropriate accountability, both during and after crisis events • Clarify the role of training and exercises • Manage the transition from immediate response to long-term recovery
WHO SHOULD ATTEND • College and university presidents and chancellors, provosts, vice presidents, deans, and other senior-level administrators with responsibility for crisis planning, communication, and external relations • Administrators responsible for developing and implementing the campus crisis management plan, including chief administrative services officers, heads of institutional communication, and directors of campus safety and security
FACULTY AND EDUCATIONAL CO-CHAIRS James Honan | Senior Lecturer on Education, HGSE Herman B. “Dutch” Leonard | George F. Baker Jr. Professor of Public Management, Harvard Kennedy School; Eliot I. Snider and Family Professor of Business Administration, Harvard Business School
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Seminar on Leadership of the Faculty: A COACHE Program at the Harvard Institutes for Higher Education www.gse.harvard.edu/ppe/lfi
Presented as a joint offering of the Collaborative on Academic Careers in Higher Education (COACHE) and the Harvard Institutes for Higher Education, this four-day on-campus seminar provides you with the rare opportunity to discuss — in a close community of practice — new research to improve the day-to-day business of faculty affairs. You will examine and reconsider, under a new lens and informed by the latest research, the persistent challenges of developing and leading college faculty. In this program, you will: • Gain innovative, evidence-based tools to improve your personal leadership of and institutional strategy for faculty affairs • Participate in candid discussions led by senior scholars on topics related to faculty development and your position as a leader of the faculty • Develop and benefit from a community of practice with senior college and university administrators responsible for faculty learning, excellence, and success
WHO SHOULD ATTEND • Chief academic officers at four-year and two-year institutions who report to the President (titles may include provost, vice president for academic affairs, dean of the faculty, dean of the college, etc.) • College and university deans who report to the CAO or President • Senior-level college administrators who report to the CAO and are responsible institution-wide for faculty affairs, faculty development, and faculty success
EDUCATIONAL CHAIR Kiernan Mathews | Executive Director and Principal Investigator, The Collaborative on Academic Careers in Higher Education (COACHE)
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“ Through a collaboration with HIHE, the Seminar on Leadership of the Faculty extends COACHE’s mission to bridge the gap between the rich and vital scholarship of the professoriate and the preparation of those responsible for faculty success. Our goal is to bring provosts and deans closer to the best research about faculty and to a community of practice in academic leadership. Grounded in evidence from higher education scholars, the institute offers fresh solutions to persistent challenges in faculty affairs.” Kiernan Mathews, Executive Director and Principal Investigator, The Collaborative on Academic Careers in Higher Education (COACHE) Educational Chair, Seminar on Leadership of the Faculty: A COACHE Program at the Harvard Institutes for Higher Education
KIERNAN MATHEWS
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Leading for Student Success:
An Institute for Leaders in Higher Education www.gse.harvard.edu/ppe/lss This three-day, action-oriented program offers participants the opportunity to increase their institution’s ability to ensure equitable student success by addressing three critical areas — leadership, research and data, and strategic finance. You will develop a deeper understanding of how leaders in higher education can work cross-functionally to remove obstacles affecting their students and learn to lead their institutions on a path toward equitable student success. In this program, you will: • Develop a shared understanding among participating team members of how your institution achieves student success and equity • Diagnose where your institution stands in its efforts to advance equitable student success and develop an action plan designed to achieve it • Learn to cultivate a data-informed culture around student success that fosters more equitable outcomes for all students • Understand the importance of organizational structures and the role these structures play in achieving equitable student success • Develop and benefit from a community of practice with senior college and university administrators responsible for faculty excellence and success
WHO SHOULD ATTEND • Leadership teams composed of three to six members who are: » Committed to working together to build equitable student success » Responsible for developing, managing, and aligning institutional resources directed toward student success and equity » Tasked with working cross-functionally to cultivate student success on an equitable basis
FACULTY AND EDUCATIONAL CO-CHAIRS James Honan | Senior Lecturer on Education, HGSE Bridget Terry Long | Dean; Saris Professor of Education and Economics, HGSE Matthew Miller | Senior Lecturer on Education; Associate Dean for Learning and Teaching, HGSE
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FACULTY AND EDUCATIONAL CHAIR BIOGRAPHIES James Honan is senior lecturer on education at HGSE. He is an affiliate faculty member at Harvard Kennedy School and Harvard’s Center for Public Leadership. Honan’s teaching and research interests include financial management of nonprofit organizations, organizational performance measurement and management, and higher education administration. Deborah Jewell-Sherman is the first woman professor of practice at HGSE. She served as superintendent of the Richmond, Virginia, public schools from 2002 to 2008. Since returning to HGSE (her alma mater), Jewell-Sherman has served as director of the Urban Superintendents Program and currently serves as a core faculty member for the Doctor of Education Leadership Program. She has done extensive work in South Africa as principal investigator for an initiative between HGSE faculty and the University of Johannesburg and has collaborated with the Qatar Education Foundation on leadership, communication, and strategic planning. In 2009, Jewell-Sherman was named Virginia Superintendent of the Year and, in 2013, she received the Dr. Effie Jones Humanitarian Award. In 2015, she received the Morningstar Family Award from HGSE in recognition of teaching excellence. Herman B. “Dutch” Leonard is the George F. Baker Jr. Professor of Public Management at Harvard Kennedy School and the Eliot I. Snider and Family Professor of Business Administration at Harvard Business School. Leonard teaches organizational strategy and leadership, with an emphasis on effective decisionmaking. His current research concentrates on crisis management and leadership, particularly on how organizations and individuals can better prepare in advance and better perform in the moment to increase the likelihood of effective improvisation and action in crisis situations. Leonard is co-author and co-editor of Managing Crises: Responses to Large-Scale Emergencies (2009) and Public Health Preparedness: Case Studies (2018).
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FACULTY AND EDUCATIONAL CHAIR BIOGRAPHIES (CONTINUED) Bridget Terry Long is dean and Saris professor of education and economics at HGSE. Long is an economist whose research focuses on the impact of affordability, academic preparation, and information on college student access and success. She is a research associate of the National Bureau of Economic Research (NBER) and former chair of the National Board for Education Sciences, the advisory panel of the Institute of Education Sciences at the U.S. Department of Education. Long earned her Ph.D. and M.A. from the Harvard University Department of Economics and her A.B. from Princeton University. Kiernan Mathews is the executive director and principal investigator of the Collaborative on Academic Careers in Higher Education (COACHE), a research-practice partnership based at HGSE. Mathews has led COACHE’s strategic planning, research, and development since 2008. Through the Collaborative, Mathews provides counsel for senior administrators about the academic workplace and the effective use of data for institutional change. His writing and speaking engagements explore the condition of faculty at colleges and universities, particularly concerning organizational behavior, shared governance, faculty turnover, and midcareer support. He currently serves on the board of the Association for Collaborative Leadership. Judith Block McLaughlin is senior lecturer on education at HGSE. The founding chair of the Harvard Seminar for New Presidents and the Harvard Seminar for Presidential Leadership, she has served as director of the higher education master’s and doctoral programs. McLaughlin’s teaching and research interests focus on leadership and governance in higher education. She has written and consulted extensively on leadership transitions, presidential assessment, board–president relationships, senior staff functioning, and board governance.
Matthew Miller is senior lecturer on education and associate dean for learning and teaching at HGSE. He teaches courses on evidence-based improvement and the science of learning as a member of the higher education program faculty. In his decanal role, Miller oversees curriculum, initiatives for innovation in learning and teaching (including HGSE’s unique Teaching and Learning Lab), and other long-range academic priorities of the school. He has served as co-chair of Harvard University’s Teaching and Learning Consortium. Miller is co-author of An Everyone Culture: Becoming a Deliberately Developmental Organization and collaborates with colleagues at HGSE on research about leading organizations that support the transformational learning of their members. Richard Reddick is associate dean for equity, community engagement, and outreach and associate professor of higher education leadership in the College of Education at The University of Texas at Austin (UT Austin). Reddick also serves as the assistant director of the Plan II Honors Program in the College of Liberal Arts. His research has been supported by the Woodrow Wilson National Fellowship Foundation and the William T. Grant Foundation and published in leading education journals such as the American Educational Research Journal and the Harvard Educational Review. Reddick is the author or editor of more than 75 scholarly books, edited volumes, articles, chapters, and essays on issues such as mentoring, faculty of color, and work/ life balance in academia. Joseph Zolner is adjunct lecturer on education at HGSE. From 1999 to 2018, he served as senior director of the Harvard Institutes for Higher Education. He now supports HIHE as faculty chair of the Management Development Program (MDP), Leadership Institute for Academic Librarians, and Contemporary Challenges in Library Leadership: Building Community, Leading Change. He has also held administrative positions at Union College, Northeastern University, and Dartmouth College.
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Harvard Graduate School of Education 13 Appian Way, Fifth Floor Cambridge, MA 02138 hihe@gse.harvard.edu Domestic: 800-545-1849 International: +1-617-496-9139 www.gse.harvard.edu/hihe
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www.gse.harvard.edu/hihe