Iconic leaders in higher education
Author(s)
Bibliographic Information
Iconic leaders in higher education
(Perspectives on the history of higher education / Roger L. Geiger, editor, v. 28)
Transaction Publishers, c2011
Available at 2 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Description and Table of Contents
Description
Iconic leaders are those who have become symbols of their institutions. This volume of historical studies portrays a collection of college and university presidents who acquired iconic qualities that transcend mere identification with their institution.
The volume begins with Roger L. Geiger's observation that creating and controlling one's image requires managing publicity. Andrea Turpin describes how Mount Holyoke Seminar's evolution into a modern women's college required reshaping the image of Mary Lyon, its founder. Roger L. Geiger and Nathan M. Sorber show how College of Philadelphia provost William Smith's partisan politics and patronage tainted the college he symbolized. Joby Topper reveals how presidents Seth Low of Columbia and Francis Patton of Princeton mastered the modern art of publicity.
Katherine Chaddock explains how John Erskine-the Columbia University English professor responsible for the first Great Books program-and his unusual career inverted the normal route to iconic status. In contrast, Christian Anderson's analysis of John G. Bowman, chancellor of the University of Pittsburgh, shows how he substituted architectural vision for academic leadership. James Capshew explores the background that made Herman Wells a revered leader of Indiana University. Nancy Diamond details how building Brandeis University involved a challenging series of decisions successfully navigated by founding president Abram Sachar. Finally, Ethan Schrum depicts how Clark Kerr's controversial understanding of the role of contemporary universities was formed by his earlier career in industrial relations. This study of iconic leaders probes new dimensions of leadership and the construction of institutional images.
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