Leadership in Transition

The board chair of Le Moyne College, Sharon Kinsman-Salmon, faced a leadership crisis when both the president and the provost of the College were offered presidencies elsewhere. The case begins with Sharon participating in and assessing the potential risks and rewards of the situation. The Provost was beloved by the board, faculty, and staff, but retaining her would mean forgoing the formal search process that faculty see as an essential part of shared governance. While the option to move quickly was very popular with other board members, Kinsman-Salmon felt ill at ease in making a unilateral decision. Furthermore, the uncertainty of allowing president and provost leave had significant drawbacks on public image and internal stability. Kinsman-Salmon knew what kind of leader she was but wanted to ensure she involved all stakeholders in the decision-making process.