Where Do University Presidents Come From?

By my informal count, over the last 40 years Indiana Wesleyan University has produced 13 college or university presidents. In addition, it has sent out several CEOs of non-profit organizations.

I'm not talking about alumni who have become presidents or CEOs, but administrators who have moved on from there to presidencies.

This got me curious. Is there something in the IWU experience of the last 40 years that has contributed to what seems to be an unusually prolific pipeline of presidents?

I asked ChatGPT Scholar to summarize the most salient research that seeks to answer this question: WHAT ARE THE CHARACTERISTICS OF ORGANIZATIONAL CONTEXTS THAT ARE THE MOST EFFECTIVE AT PREPARING CEOS?

Structured Leadership Development Programs (Shen, 2005) -- These programs often involve rotational assignments across departments, exposure to strategic decision-making, and active coaching from senior leaders.

Decision-Making Authority and Strategic Exposure (Lavin Fernandez & Mazza, 2024) -- Environments that allow high-potential employees to engage in strategic discussions and cross-functional collaboration cultivate stronger leadership skills.

Emphasis on Innovation and Change Management (Shuyang et al., 2025) -- Leaders trained in organizations that emphasize problem-solving, agile decision-making, and responding to market shifts tend to be more effective CEOs.

Exposure to Crisis Management and High-Stakes Environments (Tian et al., 2025) -- CEOs who have experience managing organizational crises -- whether financial downturns, regulatory challenges, or major operational disruptions -- tend to be more resilient and adaptable in leadership roles.

Strong Organizational Culture and Ethical Leadership (Kozimov, 2025) -- Organizations that emphasize integrity, ethical decision-making, and corporate governance principles produce leaders who are well-equipped to manage stakeholder relationships and regulatory pressures.

Diversity of Experience and Cross-Industry Exposure (Singh & Goyal, 2024) -- Organizations that provide diverse career pathways develop CEOs with well-rounded skill sets and adaptability.

Robust Corporate Governance and Boardroom Experience (Runstedtler, 2024) -- Organizations that expose potential leaders to board governance structures, shareholder engagement, and regulatory compliance prepare CEOs who are adept at management corporate oversight and navigating power dynamics.

Supportive Networks and Mentorship Culture (Holloway, 2025) -- Organizations that encourage mentorship, executive sponsorship, and peer networking create strong leadership pipelines.

In my opinion our transformational president, Dr. Jim Barnes, set in motion an institutional culture at IWU in the mid-1980s (in response to a severe financial crisis) that came to embody most of these characteristics. It was a great privilege to be a part of this culture.