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Abstract

The selection of a new university president, an event of major importance in academic life, is usually filled with tensions on the part of those concerned about its outcome. The 1992 presidential search at the University of Massachusetts exemplifies such tensions. There were mixed reactions to the overall performance. When they finished reviewing candidates, the search committee had eliminated all but Michael K. Hooker, who, they deemed, has the necessary competence, vision, and stature for the task. The main conflict centered on the question of "process" versus "product." The trustees rejoiced in what they considered an impressive choice, while many faculty were angered over what they considered a terrible process. Each side was dismayed at the others behavior. This study focuses on the search itself and the leadership potential the new president brings to the office.

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