Academic leadership

, 1, 4, 30–31, 36–37, 167–168

gender and

, 20–21

in-depth case studies of

, 3

weakening of

, 29

Academic presidents

, 27–28

Advancement

and leadership

, 123–126

mission-centered advancement

, 126–129

American tradition of higher education

, 1

American university model

, 1–2

Asset, diversity as

, 166–169

Association of American Universities (AAU)

, 53, 101

Authority, crisis of

, 29–38

“Beyond the Billion” program

, 5–6, 122–123

Bounded case study

, 38

Brice, Eloise (Vice President for University Advancement)

, 70

Burns’ theory

, 52

Campus culture

, 80–81

being accessible leader

, 69–71

building

, 67

constructing community

, 71–74

packed day

, 74–79

process of building strong campus community

, 84

setting tone

, 79–80

sports

, 80–83

university leader

, 85

Campus life

, 67

Campus-level climate adaptation

, 140

Capital campaign, launching

, 118–122

Carnegie Classification of Institutions of Higher Education

, 47–48

Case study approach

, 37

China’s 985 Project

, 96–97

Chronicle of Higher Education

, 54

Climate change

, 138–139

Climate-related disasters

, 138–139

Coding

, 40

Community building

, 71, 74, 79–80

Compassionate leadership

, 154–157

Coronavirus Aid, Relief, and Economic Security Act (CARES Act)

, 157–158

“Cougar High”

, 9, 12, 50–51, 67

Cougar Testing Incentive Program

, 158

Cougar Vaccination Incentive Program

, 158

COVID-19

, 172

Crises exacerbate challenges for struggling students

, 142–144

Crisis leadership. See also Academic leadership

compassionate leadership

, 154–157

forms of organizational resilience during 2017 Hurricane

, 149–152

global climate change and recurring leadership challenges

, 139–144

from Hurricane to pandemic response

, 157–158

leadership team structure

, 154

learning from 2008 Hurricane

, 147–149

prior literature suggest about leading during crisis

, 144–147

organizational resilience

, 153

reconfiguring resources to help students

, 152–153

Crisis management

, 144

Daily Cougar, The

, 55–56

Data analysis

, 40

Decision-making

, 145–146

“Degendering leadership”

, 20–21, 167

Descriptive quantitative data

, 41–42

Development team

, 117–118

Diversity as asset

, 166–169

Dry-cleaning businesses

, 17

Effective leaders

, 169

Elnashai, Amr (Vice President for Research and Technology Transfer)

, 93–94, 100–101

Entrepreneurial leadership

, 1–2

Extreme weather events

, 137

Family

, 22

commitment and loyalty to

, 166–167

Federal Emergency Management Agency (FEMA)

, 141–142

Fundraising

, 110–112

Gandhi, Mahatma

, 52

strategy

, 14–15

Gender and academic leadership

, 20–21

Gendered characterizations

, 20–21

Gendered perceptions of leadership

, 35

Georgia Institute of Technology

, 100

Georgia Tech. See Georgia Institute of Technology

Global climate change

, 137

crises exacerbate challenges for struggling students

, 142–144

and recurring leadership challenges

, 139–144

serious and worsening threat

, 140–142

Goal-oriented style of leadership

, 48–49

Great Recession

, 111–112, 115

“Here, We Go” campaign

, 5–6, 118, 122–124, 127

Higher education

American tradition of

, 1

historians of

, 29–30

lack of leadership in

, 29–30

and leadership

, 168

leadership in

, 2

“100-day plan” campaign

, 50

Hurricane Florence

, 142

Hurricane Harvey (2017)

, 139, 147, 153

forms of organizational resilience during

, 149–152

Hurricane Ike (2008)

, 139, 147

learning from

, 147–149

Hurricane-flooding threat

, 140–141

Hurricanes Katrina

, 140–142

Hurricanes Rita

, 140–141

Institutional advancement

, 111–112

James, L. Fisher (former president of Towson State University)

, 29–30

Kerr, Clark (famous leader of University of California)

, 31–32

Khator, Renu (President of University of Houston)

, 9

intersecting identities and international journey

, 12–23

presidency at University of Houston

, 89

provost at University of South Florida

, 109

Korea’s Brain Korea 21 Project

, 96–97

Leader(s)

, 48, 52, 68, 145, 165

being accessible

, 69–71

effective

, 169

university

, 85

Leadership

advancement and

, 123–126

compassionate

, 154–157

degendering

, 167

entrepreneurial

, 1–2

in higher education

, 2, 168

styles

, 28–29

twenty-first century

, 165–166

Leadership team

, 47–48, 150–152

structure

, 154

Leadership theories

case study approach

, 37

case study site and purposefully selecting participants

, 38–39

crisis of authority and legitimacy

, 29–38

data analysis

, 40

incorporating descriptive quantitative data

, 41–42

limitations

, 42–43

methods

, 37–38

names and titles of interview participants

, 41

transactional vs. transformational leadership

, 33–37

Legitimacy, crisis of

, 29–38

McPherson, Robert (Dean of the College of Education)

, 49, 115–116

McShan, Jim (Senior Vice President of Administration and Finance)

, 70, 115, 152–153

Mission-centered advancement

, 126–129

Motivational power

, 48

Motivational style of leadership

, 48–49, 140

Multiversity. See American university model

National Advisory Council on Environmental Policy and Management

, 89

National Research University Fund (NRUF)

, 95

National Science Foundation

, 92

Natural disasters

, 137

Naturalistic approach

, 38

Old Testament

, 29

Organizational architecture

articulating common purpose as new president

, 52–55

leader

, 48–52

new team

, 60–64

restructuring to pursue further prominence

, 55–57

setting “stretch goals”

, 58–60

Organizational resilience

, 145–146, 153

forms during 2017 Hurricane

, 149–152

“Organized anarchies”

, 30–31

Pandemic response of leaders

, 157–158

Participant

names and titles of interview

, 41

selection

, 38–39

Pearl River Community College (PRCC)

, 141–142

Plenty

, 111–112

Positional power

, 48

Presidency

, 31

Presidential leadership

, 33–34

Princeton Review

, 54

Qualitative instrumental case study

, 37–38

Quality resources

, 146

Quantitative data

, 41–42

Research, revitalizing

expanding faculty and meeting research goals

, 90–101

increasing research production

, 93–96

increasing scholarly output

, 96–101

Khator presidency at University of Houston

, 89

per Aspera ad Astra

, 101–104

Tier One status

, 90, 103–104

Resilience

, 145–146

San Diego State University

, 28

Scarcity

, 111–112

Science, technology, engineering, and mathematics fields (STEM fields)

, 3, 96–97

Semi-structured interview protocol

, 38, 40

Social distance

, 169

Sports

, 80–83

Taiwan’s World Class University Project

, 96–97

Technological change

, 47–48

Texas Monthly

, 74–75, 77

Texas Research Incentive Program (TRIP)

, 95–96

Tier One status

, 53–54, 58, 67, 72, 103–104

Top American Research Universities (TARU)

, 54

Transactional leadership

, 28–29, 33, 37

Transformational leadership

, 23, 28–29, 33, 37, 40

in twenty-first century

, 169–172

Trustworthiness

, 38

Twitter

, 76–77

University

leaders

, 27, 85, 156–157

leadership

, 4, 165–166

and natural disasters

, 137

University of Houston

, 1, 3–5, 9–10, 12

benefitted from TRIP

, 95–96

building development presence at

, 112–123

emerged from Great Recession

, 116

faces hurricane-flooding threat

, 140–141

increasing STEM publications

, 97

Khator and

, 20–21

Khator presidency at

, 89

leadership team

, 150

during postwar years

, 11–12

during second World War

, 11

success in early twenty-first century

, 165

“Beyond the Billion”

, 122–123

Tier One status

, 90

University of South Florida

, 109, 112

USF: Unstoppable Campaign

, 109

Walker, Richard (Vice President for Student Affairs and Enrollment Services)

, 68, 79, 149, 151

Women

in Bornstein’s study

, 35

in leadership

, 69

methods of leading

, 70–71