Faculty careers are often divided into three phases: beginning, middle, and end. New faculty have been studied in some detail—probably because of the great influx of them. So have senior faculty, although less than new faculty. But what about that expanse in the middle? Researchers Baldwin, Lunceford, and Vanderlinden (reference below) quote sources describing mid-career faculty as “perhaps the least studied and most ill-defined period in life.”

Becoming a department chair does not always follow a smooth or particularly well-thought-out process. Most faculty, who have no academic leadership training, need real support to make this career transition a successful one.

From developing strategies that enrich student learning to fostering a campus culture that values innovative teaching and learning, quality faculty development is the cornerstone to educational excellence.

Incivility in higher education has flourished in recent years, fueled by a convergence of factors ranging from the infiltration of a more corporate culture and a system that rewards individual accomplishments above collaboration to decreased state funding coupled with increased workloads and expectations. For department chairs, leading teams of educators during such a difficult time can be wrought with unexpected challenges and frustrations.

Faculty need to be very careful about how they commit their time and energy, so any potential partnership with student affairs need to be compelling and clearly articulated.

Instructors need to be thoughtful and reflective about those strategies they use when they respond to students’ answers, and this is especially true when the answer given is wrong. Most of us understand that the stakes are high in this case. Students are easily intimidated. Even those not participating can be negatively affected by how an instructor handles incorrect answers. Some current philosophies of education argue against telling students that they are wrong. The thinking here is that students need to figure out for themselves if their answers are right or wrong. Instead of telling them, instructors should guide them to the right answers, possibly through some sort of Socratic dialogue.