"Its a lot harder now, because there is a shrinking pie," Corlette says. "Derek [Bok] had a growing pie and did not have to defend against cuts."

With such prospects, the leader of any institution would have his work cut out for him. But as one who is looked to as a leader in higher education, the pressure on Harvard's president is even more intense.

The Bully Pulpit?

The role of the Harvard president is not easily definable. Instead, it is reshaped with each administration.

Still, the post carries with it certainresponsibilities that its occupant simply cannotavoid.

"In the world of higher education there aregreat expectations of Harvard and Harvard'spresident," says Robert H. Atwell, president ofthe American Council on Education (ACE).

As the best-known name in higher education,Harvard commands an unusual amount of attention onan op-ed page or at a speech. And as one of thenation's most esteemed schools, Harvard is watched-- and, some say, emulated.

In short, the president of Harvard is a voicefor higher education that is "going to be listenedto," Corlette says.

Bok says this is the ideal role for theUniversity.

"Harvard should be a leader because people willpay attention to what we do as much as to anyother single institution," says Bok, whoemphasizes throughout that he does not keep tabson Rudenstine's activities and is in no waycriticizing him. "And that poses a certainresponsibility."

But there are drawbacks to speaking out. As anelite institution, Harvard may not berepresentative of higher education. And some inthe public are annoyed by the notion of Harvardand its $6 billion endowment coming to Washingtonbegging for money.

This, in fact, is the reasoning offered by someadministrators, notably Provost Albert Carnesale,to justify the University's relatively lowprofile.

"We try not to be out in front in a visible waybecause we are not perceived as poor and becausepeople think of our students as having the worldas their oyster," Carnesale says.

But the choice of paths and the degree ofreliance on combined efforts is a subject ofdebate.

"If there is an issue that Harvard feels isimportant and the other universities feel isimportant I think they need to work not only as aninstitution, but within associations," says MikeAicken, director of government relations for theCollege and University Personnel Association.

Others have a different perspective. Accordingto one official, presidents can speak outcollectively to some extent but also need to actindependently.