Presidential tenure at historically Black colleges and universities falls significantly below the national average, raising concerns about institutional stability and long-term strategic planning, according to a new report released by UNCF.
Dr. Walter M. Kimbrough
Presidential tenure at both private and public HBCUs remains substantially shorter—approximately 25% and 32% below the national average, respectively, the UNCF Institute for Capacity Building analysis found. Private HBCU presidents average 4.42 years while public HBCU presidents serve an average of 4 years.
Among UNCF's 37 member institutions, the average presidential tenure is even shorter at 3 years.
The report comes amid a string of high-profile presidential dismissals at HBCUs, including last week's firing of Dr. Kevin James at Morris Brown College after conflicts with the institution's board of trustees. Similar board clashes have resulted in the departures of several HBCU presidents in recent years.
"The report is more than an analysis. It is a call to action," said Dr. Walter M. Kimbrough, UNCF executive vice president for research and member engagement. "To thrive, HBCUs need enduring, consistent presidential leadership."
Kimbrough, a former president at Dillard University, Philander Smith University and interim president at Talladega College, first raised concerns about HBCU leadership turnover in a 2014 report. The new analysis shows the trend has persisted over the past decade.
The report identifies frequent presidential turnover as more than a staffing issue, describing it as central to institutional resilience and growth.
"Frequent turnover doesn't just disrupt operations—it weakens long-term strategic planning, stalls critical fundraising efforts, erodes stakeholder trust and fractures the momentum needed for progress," the report states.
Aja Johnson, senior program manager for executive leadership at the Institute for Capacity Building and the report's author, noted the urgency of addressing leadership instability.
"If we want HBCUs to not only survive but thrive, we must treat leadership sustainability as a strategic necessity," Johnson said.
The report interviewed three HBCU presidents with combined tenures spanning more than 50 years. Dr. Brenda Allen, president of Lincoln University of Pennsylvania, highlighted how short tenures affect different demographics.
"In general, [presidential] tenure has gone from about seven years to five years. And then at HBCUs, that's like four years. And if it's HBCUs and it's Black women, it's like two years," she said.
The report cites governance challenges as a primary obstacle to presidential success. Kimbrough stated that "the pain point for everybody is governance: how boards select presidents, support presidents. This level of turnover and instability hurts the brand."
Allen noted that combative relationships between board members and presidents "becomes the main reason why we have such instability."
UNCF recommends four strategic focus areas: improving presidential searches by training boards on selection processes; strengthening onboarding and mentorship programs; reimagining board governance through empowered board chairs; and advancing research on HBCU leadership patterns.
The report notes one exception to the short tenure trend: the 11 UNCF member institution presidents with prior presidential experience average 10 years in their positions, with 10 of them serving an average of 8 years at their current institution.
"HBCUs continue to be symbols of longstanding hope and resilience," Johnson said. "Sustained support for their leadership is essential to these institutions' success and to preserving their legacy."
