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Andrew Benton’s path to higher education leadership did not follow the typical route. “I’m a lawyer by training, and always thought I would be a judge in a small town in my home state, Kansas,” Benton says. After initially pursuing that goal by serving as legal counsel and chief of staff for a small college in Oklahoma, he received a call that would change his professional destiny and take him from the Midwest to the Pacific Coast.

Benton is marking his 11th year as president of the Malibu, Calif.-based Christian university, which celebrates its 75th anniversary this year. In addition to its 830-acre main campus, Pepperdine University offers graduate programs in Los Angeles, Encino, Irvine, Santa Clara and Westlake Village, Calif., and operates six international campuses.

Before assuming his current role in 2000, Benton served in various capacities at the university including external relations and government and regulatory affairs, and was Pepperdine’s executive vice president and chief operational officer from 1991 to 2000.

He arrived at the university in 1984 with the initial responsibility of guiding Pepperdine’s first major campus master plan. “I am so fortunate to have arrived in this position along the route I did,” he says. “Many university presidents come directly from the faculty, and while I respect that, I’ve had opportunities such as managing a fundraising campaign and community relations that many faculty members don’t have. I’ve done a lot of different jobs here, and as a result I appreciate not only the faculty, but the students and those who work to keep our grounds nice, among others.”

In addition to leading the university, Benton maintains ties with Pepperdine’s student body by teaching constitutional law to undergraduate students. Along with Debby, his wife of 37 years, Benton regularly hosts student groups, Bible studies and devotionals in his home.

“I think doing these things builds equity with students, who get to know us as people,” he says. “When there are difficulties, such as a story in the student newspaper calling to question a decision I’ve made, the students who know me will give me the benefit of the doubt. If I were unapproachable or aloof, I don’t think I’d get the same benefit.

“One of the reasons I’m pleased my life turned out the way it did is that I don’t think I’d find as much joy being a lawyer or judge as I do working with talented young people.”

Benton also retains bonds with students in another way – as a guitarist for Midlife Crisis, a rock band that occasionally plays campus events like the annual backyard party for incoming freshmen held at his home.

“Music is a great way to communicate with young people,” he says.

Finding the Right Style

Benton describes his leadership style as a combination of the styles of the university leaders he worked under. “I worked for one president who was very involved in every aspect of the university but struggled with an overall vision as a result; another was thoughtful and erudite, but didn’t always communicate details well,” he says. “I am somewhere in between – I can communicate a vision and what I’m thinking, but believe in hiring good managers and letting them manage.”

“I’m never happier than when I can walk into any given area and see real leadership taking place and know it was because of someone that I hired who really knows what they’re doing and does it for the betterment of students.”

Benton also describes his approach as collaborative. “I don’t hesitate to offer solutions, but would rather listen to others’ opinions around the table and help reach a consensus and move forward,” he adds.

One major influence on Benton was his direct predecessor, David Davenport, who imparted onto Benton a willingness to take risks.

“One day, he called me into his office and told me, `I give you permission to fail,’” Benton says. “He told me he trusted my judgment enough that even if I made a mistake, he would stand with me.”

A Reputation of Integrity

Another major influence on Benton’s career was Michael Adams, a former Pepperdine vice president who now serves as president of the University of Georgia. Adams helped Benton solidify a skill that he continues to draw on today. “Adams is the consummate fundraiser and friend-raiser, who taught me how to be a good fundraising president,” Benton says.

Pepperdine in May 2011 formally launched the “Campaign for Pepperdine,” a fund-raising campaign with a goal of $450 million for student-related projects including a university events center. 

The fundraising efforts of Benton and many others have already resulted in more than $260 million in gifts and pledges. “This is the most successful fundraising year we’ve had in three decades, even in the tumult of the economy,” Benton says.

He credits the campaign’s success in part to the university’s positive reputation. “Integrity is critical; the relationship we have with the community and elected officials is strong – when we make representations, they trust us, and that’s very important,” Benton adds.

“A leader who does not have a reputation for truthfulness and integrity won’t be a leader for long.”