A sense of humor is an "unsung" characteristic Qf the Col– lege. Students remember the laughter, whether from a skit in chapel, a joke in the dorm, or a play or variety show, such as "The Soap Show" in 1982, above. the greatest challenge he faced was "starting as a novice in higher education and having to learn on the job."lo Secondly, the two men differed greatly in their style of leadership. While both were strong executives, Jeremiah related to the Board of Trustees in a very collegial manner: he provided information for the Board; they discussed it, feeling free to agree and disagree, and then the Board voted. Jeremiah never voted and seldom brought pressure on the Board to move in a certain direction. Further, when he acquired an administrative team, he gave the administrators a great deal of freedom to develop their particular areas. The Administrative Committee also frequently voted on the course of action to be taken. Dixon, on the other hand, presented a much more aggressive pattern of executive leadership. He outlined his specific goals and objectives to the Board of Trustees and aggressively sought their adoption. He became "extremely knowledgeable in all areas of college management."Il However, although he received detailed information from the administrators, Dixon did not give them the opportunity to vote. 12 Third, Jeremiah concentrated most of his fund raising in the churches. Dixon was much more aggressive in reaching outside the church constituency to industries, foundations, and individuals in his fundraising efforts. Perhaps all these differences could be summarized by viewing Jeremiah as a pastor-president and Dixon as an entrepreneurial-executive. These differences, and the manner in which Dixon and Jeremiah handled them, were important ingredients in the success of Cedarville College. The history of orthodox Christianity has been marked by many transitions in leadership. In the past, strong leaders frequently have had difficulty turning the reigns over to someone new. Institutions that have taken years of dedicated service to build have been severely damaged by men who did not know when to let go or were unwilling to turn leadership over to someone else. With all his remarkable accomplishments as president of Cedarville College, it is possible to argue that James T. Jeremiah made his greatest contribution by the example of Christian humility and statesmanship that he exhibited in turning the reigns of leadership over to Paul Dixon. When he left the office of president, Jeremiah made up his mind that he would be willing to step out of the picture completely if necessary in order to let the new president develop his program. But Dixon did not want that. Instead, he looked forward to the opportunity of having Jeremiah at his side as chancellor. In his years as chancellor, Jeremiah cannot recall a single occasion when anyone came to him with criticism about Dixon. He added: 'There is a good reason for that. They know that if they did they would not have a hearing."13 Throughout the entire transition, President Paul Dixon showed tremendous respect for former President James T. Jeremiah. He repeatedly said to faculty, students, trustees, and the general public that it was his privilege to "build on the excellent foundation that had been laid by President Jeremiah."14 The real key to the relationship between Dixon and Jeremiah, however, is not to be found in public pronouncements. The real dynamic of their relationship is the manner in which they have faithfully supported one another. The godly example provided by Jeremiah and Dixon as they have walked together as chancellor and president should be noted by the entire Christian community. Without question, this has been an essential ingredient in the success of Cedarville College, as well as a tremendous example to the Christian community. During his first year as chancellor, Jeremiah proved that he meant it when he did not plan to retire. He held 31 conferences and ministered in two seminaries and three mission fields. In all, he preached 208 messages. As he traveled around the world, he sought to meet with alumni on an individual Chapter XVIII/lSI