Universities are essential because they prepare people for occupational and other societal roles, and personal and societal advancement. Education is necessary for both emotional and societal well-being. These educational institutions, which include public and private universities, are distinguished by highly diverse leadership, not only at the presidential and administrative levels but also among faculty, students, and staff.
At the same time, the governance of these organisations is unique, with two distinct tracks: one overseen by trustees and the other by the faculty. For the latter, who is in charge of courses, graduation requirements, and the awarding of other certifications, defining successful leadership entails looking at things like student enrolments, tuition, graduation rates, student-faculty ratios, faculty productivity and grant support, faculty tenure and promotion, accreditation, and funding. Leadership in such a complex environment is made even more difficult by the need to balance the interests of multiple constituencies, including alumni and external accreditation bodies.