RICHARD ALAN NELSON
In terms of administrative leadership, I believe I can help an institution navigate the more complex society we must now work within. Clearly universities have to be willing to adapt to change. Academic leaders should take a proactive role in helping shape future educational and social policy decisions. Nowhere is this more evident that in the increased number of constituencies important to the success of any institution. As a result, the essential considerations in whether or not a person should be selected for an important and sensitive academic leadership position now involve many factors such as:
· working to ensure the administration speaks with one voice.
· demonstrating “people skills” that create confidence to build necessary internal support, establish administrative credibility, win faculty, staff and student allegiance, nurture professional development, and mediate between the sometimes conflicting needs of departments as they go about contributing to learning through teaching, research, and service.
· exhibiting leadership that commands respect externally, especially among potential donors, the professional communities, other institutions, alumni, and supporters important to the university’s national/international reputation.
· communicating a wise vision about what future roles the university should undertake to make a real social contribution because of its unique heritage.
· having the expertise to ensure these goals are accomplished through the prudent management of resources.
· understanding the public policy arena which impacts on the institution and how persuasive communication is essential to shaping the process.
In addition, I am well acquainted with the standards used by accrediting bodies such as AACSB International - The Association to Advance Collegiate Schools of Business, Association of Collegiate Business Schools and Programs (ACBSP), and the Accrediting Council on Education in Journalism and Mass Communication (ACEJMC).