LSU System President Teaches Class on Managing Universities
President John V. Lombardi Serving as Professor in College of Education Course
The students are a diverse ensemble for a higher education class—especially one taught by LSU System President John V. Lombardi. Every Monday, Lombardi trades in his title of system president and becomes Professor Lombardi seated in a circle of desks, teaching “Managing Universities” at 4:30 p.m. in Peabody Hall. He certainly draws a crowd. “I was sure there would be a number of people from around campus interested in the course,” said College of Education Dean M. Jayne Fleener. “We actually had to put a cap on enrollment at 30 to ensure lively discussion.” Fleener was on the mark. The class is crammed with students who work for LSU as information technology professionals and campus administrators as well as a law enforcement officer from Xavier University and an athletic administrator from University of Louisiana at Lafayette. Emily Burris, a graduate assistant for the Center for Student Leadership and Involvement at LSU, said she enjoys the class because Lombardi is just “so real.” “He helps you see things from a new perspective, considering all factors that may influence a decision,” she said. “I have great respect for him, and each week I feel like I leave class with a greater understanding of what I will be doing on a college campus in coming years.” Education graduate student Steven McCullar said Lombardi lends depth to the discussion of higher education administration, “As a new administrator you may realize the impact of the frontline administrators, but he gives us an idea of how all these individual units fit into the big picture, the vision behind a university.” LSU Residential Life Information Systems Manager and doctoral student Monique Cain was one of many to recount that “Lombardi is careful to let you know he is teaching the class about managing universities and not managing LSU.” Lombardi warns his students that many people are not fond of his perspective on the changing nature of universities and the undeniable competition for resources and students. “Big public research universities cannot become liberal arts colleges, nor can a liberal arts college offer the range of services available at a major land-grant institution,” he tells the class. Lombardi summarized his concept of university academic rivalries in the class syllabus where he wrote: “University competition is intense, and institutions compete with similar institutions for some things, and against much different institutions.” The intense class reading list is a broad mix of scholarship about universities, ranging from how they’re structured to teaching, competition, characteristics, and criticisms. Just as his circular desk arrangement confers a feeling of a level playing field, Lombardi encourages collegial discussion. “He has such a charismatic personality. Dr. Lombardi engages everyone in the class; he helps to make people feel comfortable. He has created a truly collaborative environment,” said Cain, about their shared experience that extends beyond the class room to Lombardi’s listserv discussions. Students post comments and discuss topics on the listserv and all are encouraged to participate with Lombardi setting the pace. “A day does not go by that we don’t get at least one e-mail from Dr. Lombardi,” said McCullar. “Sometimes, it’s closer to four or five.” Not bad for an administrator dealing daily with a total annual budget of more than $3.3 billion, 11 institutions, including five academic campuses, two health sciences centers, an AgCenter, Law Center, 10 teaching hospitals, and three dozen health care clinics located throughout the state. If Lombardi can keep up with this course and the demands of his day job, the students are inspired to do the same. “The simple fact of the matter,” said Lombardi, “Is that I love to teach. I taught while I was at Florida. I taught while I was at UMass. Next semester, I’ll be teaching again at LSU.” |
Angela Owings Broussard | College of Education
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