A Toolkit for Deans is a comprehensive, insightful array of approaches, case studies, discussion scenarios, and self-reflection guidelines. These can be used to motivate and empower deans and their management team to tackle and solve the diverse set of problems they encounter on a daily basis in today’s higher education arena. The book focuses on mentoring deans at all stages of their career on being creative, flexible, humorous, and opportunistic in responding to their leadership and management demands from peers, faculty, direct reports, supervisors, parents and students. Whether you are a new assistant dean, a long-term supervisor of many departments or a dean considering moving to a provost or college president position, this book will provide the essential step-by-step road map for proactive management, leadership, and self-assessment needed for navigating today’s rapidly changing academic environment.

Carmen R. Cid, Ph.D., interim president, Quinebaug Valley Community College, Connecticut

The position of dean is one of the most challenging in the entire university. Mosto and Dorland have written a very helpful and interesting book using case studies to present us with common and uncommon situations that lead to administrative stress. While it is impossible to present every possible situation, the authors try to represent as many university varieties (various sizes, research status, liberal arts emphasis, etc.) as possible in their examples of issues with each of the various groups with whom we interact. The questions for reflection are helpful and train us in a technique that is most helpful in preparation for problem solving. I recommend this book for both new and experienced deans.

Michael A. Gealt, Ph.D., dean of science and engineering, University of Arkansas at Little Rock

This stronghold of wisdom for both new and experienced Deans builds expertise through case studies that are challenging and often humorous – and based on real-life situations. Learn how to 'manage up,' to distinguish between managing and leading, to prioritize, to deal with conflict, and to be realistic about the demands of the Dean's position. As a new Dean myself, I read the book in one sitting and plan to keep it permanently on my reference shelf.

Cindy Vitto, Ph.D., dean of humanities and social sciences, Rowan University, New Jersey