ABSTRACT
Amid shifts of the perception of higher education and the public’s question of the role and value of public universities, West Virginia University experienced institutional change through nontraditional presidential leadership in the late 20th century. Rather than following the traditional academic administrative path through the faculty ranks, David Hardesty began the role in 1995 after a distinct business, legal, and governmental career. From the moment he was hired, Hardesty faced critiques and doubts about his qualifications and his political intentions from the campus community, especially faculty. This case examines Hardesty’s 12-year journey from outsider to hero, a leader who persevered and overcame much conflict as his administration attempted to modernize WVU’s land-grant mission in response to changing technology and market demands. With a reorganized leadership structure and a strategic plan that aspired to put students first and transform the institution’s party school reputation, WVU became a national brand in the wake of privatization. This chapter illustrates an example of how leaders can engage their institution’s mission while navigating shifts in social, cultural, political, and economic contexts.
