using their training
to take on major
BY REBECCA A. CLAY
Whether by design or happenstance, many psychologists find themselves in major leadership ositions. And leading and managing organizations
of all kinds are ideal uses of psychologists’ skills, says I.
Marlene Thorn, PhD, president of the Society of Psychologists
in Management (SPIM) and president of IMT Consulting
Associates in Bethesda, Md.
of Dentistry at the State University of New York in Buffalo.
Her dean thought she could do more and recommended her
for a yearlong program in academic administration run by the
American Council on Education. The next thing Albino knew,
she was promoted to associate provost. And that position led to
yet another, she says.
“I’ve been a dean four times, an academic vice president
once and the president of a university twice,” says Albino.
Administration is a far cry from Albino’s training — a
1973 doctorate in measurement and evaluation in psychology,
“It’s a little bit like conducting an orchestra
and trying to listen to all the different sounds
from all the different kinds of instruments and
pulling it all together,” says Albino.
From 1991 to 1995, Albino was president
of the University of Colorado’s four campuses,
where she was charged with raising money,
building collaborations with public and private
organizations and overseeing admissions,
accreditation and overall program issues.
Under her leadership, the university undertook
its first major capital campaign and set a new
record for money raised — $270 million over
five years. In 1997, Albino became president of
Alliant International University, overseeing its
A university president
Judith Albino, PhD, began her career as a
professor of behavioral sciences in the School