| Higher education institutions have faced increasing pressures on many fronts in recent years. These pressures have included increased competition, funding decreases by state governments, lack of support from key constituencies, dealing with changing technology, and increased calls for accountability. Rowan University is one of many growing universities in southern New Jersey, and this midsize regional university has struggled to fill its classrooms with multicultural students and staff members other than the original student teachers. Over the past decade, the president, faculty, staff members, and Board of Trustees have looked closely at the external and internal forces driving enrollment, tuition dollars and, therefore, sustainability. They have considered these bottom-line facts along with the university's values, mission, and vision. Since then, the university has proved that they merited the status by working to make it the University of Choice in the region. The current research was a case study about Rowan University's road map to a historic change, growing from a teachers college to being a regional university. One of the main purposes of this study was to measure and determine the effects of leadership, faculty collaboration, and shared governance in achieving the progress at Rowan University. Although change and improvement gradually began several years ago, there has been dramatic change and growth during the tenure of the last three presidents. |
