John Aubrey Douglass: Leading a university is set to become even more difficult.

Over the past five years or so, there has been a significant increase in faculty votes of no confidence in their university and college presidents in the United States. These votes are an indicator of an evolving and increasingly challenging environment for university and college leadership, as well as evidence of a decline in shared governance – an environment that will likely become even more complex with Donald Trump’s return to the White House.

One mega trend: over some five or more decades, management authority has drifted towards university and college presidents and their administrators for several reasons. One is the growing size and role of student support services and other administrative functions, including the rising costs of intercollegiate sports and bureaucracies related to governmental reporting requirements, health and safety and supporting academic research.

In the 1960s, for example, faculty outnumbered administrators. Now, depending on the institution, administrators often outnumber faculty by five to one, or more. Today, a significant portion of a campus’s operations and funding is not directly related to its teaching, research and public service mission.

Another reason is the financial and enrolment pressures that, on average, have meant shrinking revenues relative to costs – even with rising tuition rates. With many institutions in the US facing declining enrolment, budgetary challenges often mean reducing the number of degree programmes, laying off faculty and administrators, and other actions that are sometimes accomplished despite resistance and concerns over shared governance. . . . 

--John Aubrey Douglass, senior research fellow for public policy and higher education at the Center for Studies in Higher Education, Goldman School of Public Policy, University of California, Berkeley