In principle, leadership roles in academic institutions perfectly position incumbents to be public intellectuals, robustly engaging with educational, scientific and political issues of the day from their distinguished perches atop the academic pyramid. Unfortunately, anyone holding this view would be severely mistaken.
Academic leaders, such as university presidents and deans, can issue anodyne pronouncements on various matters as long as these safely align with the views prevailing in their communities. Most do so with regularity, occasionally edging a wee bit from the centre lane. But when academic leaders engage in intellectual discourse by expressing views that diverge from prevailing opinion, the ensuing reactions – even when expressed only by a vocal minority – can easily disrupt their ability to fulfil their primary duties. Such disruption, if severe enough, can even end their leadership tenure. Just ask former Harvard president Larry Summers, the reaction to whose provocative speech on potential explanations for the dearth of women at the highest levels of mathematics and engineering led to his having to step down.
Two major factors account for this state of affairs. The first is in the realm of the practical. Leadership jobs are complex and demanding, requiring full-time effort to manage the areas for which the leader is ultimately accountable. These include choosing among competing academic goals, addressing faculty, answering student and alumni concerns, managing facilities and budgets, devising and refining numerous policies, and, of course, leading fundraising efforts. At best, offering public opinions is seen as a frill – surely not essential but perhaps nice to do if time permits.