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1.
Tertiary Education and Management - This study examined the entrepreneurial, nontraditional fundraising behaviors and activities of 23 community college presidents using interview and survey data....  相似文献   

2.
The study reported in this paper identifies leadership development practices within community colleges by surveying North Carolina community college presidents and evaluating an individual North Carolina community college's leadership institute. The results of the study indicate these community colleges indeed have an interest in leadership development activities for its employees, and the examined leadership institutes are quite effective and beneficial for its participants. Based upon these findings, two sets of recommendations are offered for fostering leadership initiatives within community colleges, namely, a focus on more significant topics for community college employees and developing a leadership learning community within a community college.  相似文献   

3.
This grounded theory study addressed the issue of how community college presidents foster active, broad-based participation in campus decision-making processes. This study was based on in-depth interviews with nationally recognized community college presidents selected on the basis of their work in implementing participative governance within their respective institutions. The findings of this study are presented according to the emergence of four axial categories, and a core category is described and explained. Participative leadership is highly interactive and dynamic. Perhaps most importantly, participative leadership is a developmental process for building environments for broad participation. The core category, Visioning Participative Environments, reveals the centrality of the visioning process throughout each sequence of the participative leadership process. This model identifies and explains key participative leadership practices that flow from the theoretical cornerstones.  相似文献   

4.
University graduate-level programs are striving to address needs for community college leaders. One way they are doing this is by strengthening their graduate programs with relevant community college courses. Increasingly, however, community college presidents are being invited to join universities in professorial roles. These new graduate faculty leaders are bringing valuable transferable skills and experiences, but they are also experiencing transitional challenges. Studies have been conducted about other university executive administrators transitioning to university professor roles, but no studies have been conducted about community college presidents making this transition. This article represents an initial effort to explore a distinct class of leaders within academe—community college presidents-turned-professor. The findings of this exploratory study of 12 former community college presidents who transitioned to graduate university professors are reported along with stories, lessons learned, and advice for successfully crossing over from the community college sector to the university one.  相似文献   

5.
This study examined the decision-making processes of community college presidents when confronted with unexpected and major challenges. During the day-to-day operations of community colleges, presidents typically rely on their best judgment when making routine decisions. However, this decision-making process needs to change when the unexpected occurs and causes a threat to the well-being of the college or the continued tenure of the president. The authors were interested in learning how presidents manage a challenge in order to prevent it from becoming a crisis. Using a multiple-case-study methodology, the authors selected 13 cases for in-depth study. The authors provide recommendations for best practices.  相似文献   

6.
ABSTRACT

Presidents are one of the most studied of administrative roles, yet little research occurs on understanding how these leaders construct their own leadership. Thus, the question guiding the research reported here concerned how community college presidents cognitively framed their leadership roles. This study involved the interviewing of 9 community college presidents. Findings uncovered 3 themes. The first theme identified how the presidents' underlying mental maps guided decision-making and leadership on campus. The second theme linked the basic cognitive orientation of the presidents with on-going situated cognition in their new work settings. Learning evolved based on environmental factors. The final category highlighted the dynamic and changing nature of the presidents' leadership role. The findings from the research reported underscore that college presidents are constantly learning and adjusting their conceptions of leadership. The foundation of this learning journey was each president's core schema and how the schema influenced the processing of new incoming information, ultimately impacting how the leaders made sense of it. While the college presidents were predisposed to a particular way of processing information and operating within an organization, they learned from their changing contexts.  相似文献   

7.
The purpose of this study was to explore community college president and chancellor perceptions of the phenomenon of spirituality and the role of spirituality in their leadership style. A hermeneutic phenomenological research design guided this study. A total of 14 community college presidents and chancellors were purposely selected and participated in semistructured one-on-one interviews. Participants were selected because of their interest in the topic of spirituality and leadership, their demographic characteristics, and their leadership position. The major findings and conclusions connected spirituality to the work of community college leaders. The researchers conclude that community college leaders define spirituality using both religious and nonreligious associations, depict qualities of spirituality in their leadership, characterize their influence on organizational culture in terms of symbolic leadership. These leaders also endorse self-care and renewal for themselves and aspiring community college leaders through the incorporation of spiritual practices. This study holds several implications for current and aspiring community college leaders who seek to enhance their leadership effectiveness and to sustain themselves despite the demands and challenges associated with their positions.  相似文献   

8.
This study provides a foundation for discussion of major issues facing community colleges in America. The purpose of the study was to ascertain how many community college presidents rank order issues facing their institutions, now and five years hence. Additionally, the study sought to more comprehensively examine recent literature about issues facing community colleges for purposes of comparison with the findings of the study, and for explication of issues identified. The data for analysis were collected from a population survey of all public and private community college presidents listed in the Education Directory of Colleges and Universities, 1981‐1982. Issues used in the survey were identified a priori, from a review of the literature, and were validated using a panel of community college presidents. The major findings were that both public and private community college presidents agree that the top issues facing their institutions five years hence are: financial support for institution, achieving institutional mission, and maintaining enrollments. Other major current issues include faculty and staff relations, planning and administering the budget, governing board relations, administrative team relations, state relations, public and community relations, and program development and evaluation. Additionally, questions were raised in the study regarding “presidential priority rankings of issues,” based upon directions suggested in the literature review about what issues seem most pressing in the decade of the 1980s.  相似文献   

9.
A large number of new community college presidents will be hired in the next 5 years due to vacancies. New leaders must be prepared to lead their institutions through the challenges facing community colleges. Forty-one community college presidents in North Carolina participated in our research (70.7% response rate). We found that community college presidents’ perceptions of their management styles all fall within the “team management” orientation according to the Blake and Mouton Managerial Grid (Blake & Mouton, 1964). We then examined the financial management challenges faced by community college presidents and found empirical evidence regarding how community college presidents rank six of the most critical financial challenges identified in the literature. Presidents’ rankings of the six most critical financial challenges showed that the three most pressing concerns are maintaining student access during times of increasing educational costs, managing enrollment during times of decreasing state funding, and lowering costs without damaging academic quality.  相似文献   

10.
This study used the lens of Resource Dependency Theory to examine the mindsets of nine community college presidents in California as they responded to the decline in state funding. The literature indicated that community colleges are pursing alternative sources of funding and emphasized presidents’ roles in leading and engaging in many activities. However, the literature is lacking on presidents’ awareness of Resource Dependency Theory as an established framework for guiding their responses to resource shortages. Resource Dependency Theory sees organizations as open systems and dynamic units that need to draw on their environments for needed resources. This study found that some California community college presidents have an understanding of their colleges and the environments in which they operate that mirrors the constructs of Resource Dependency Theory.  相似文献   

11.
The purpose of this study was to compare two surveys of newly appointed community college presidents. The first, conducted in 1997, was published in the Community College Journal of Research and Practice . It was entitled, A National Study on the Community College Presidency (Kubala, 1999). In this study, newly appointed community college presidents were asked about their pathways to the presidency, their motivation to serve, the search process, their first impressions, governance, and learner-centered transformation. Newly appointed presidents were chosen for the study because of the assumption that they were knowledgeable of contemporary issues, team building strategies, planning, and governance. The second survey was meant to lead to a comparative analysis with a new set of presidents. The reasons for selecting these new presidents were the same ones used in the 1997 study. The instrument was essentially the same as well. The participants in this new study were appointed as community college presidents during the period of September 1997 to September 1999. Copies of the survey instrument were sent to 183 presidents, and 101 were completed for a return rate of 55% . An SPSS package was used to collapse the data, and determine cross-tabulations among the participants.  相似文献   

12.
Recognition of the nontraditional student in higher education is valuable because it promotes an awareness of issues particularly relevant to the community college student population. While research that categorizes students by age is a practical way to study a unique population within community colleges, this approach may not be the most preferred way to examine the complexities of community college students. This study focused on community college students' self-perceptions of their primary roles as students, employees, and parents, thereby offering an alternative to utilizing predefined categories in order to distinguish between groups (e.g., based on age). The findings also shed light on unique characteristics that differentiate among students who identify their roles primarily as students, employees, or parents. In fact, this study shows that even students often considered “traditional” may have qualities that are typically considered nontraditional.  相似文献   

13.
Approximately 6500 elected or appointed trustees govern local community colleges in 36 states. The great majority of these trustees are extraordinary citizens motivated by the opportunity to provide service to their communities and to their colleges. On occasion, a trustee emerges whose motivations do not support the common good; some of these trustees are known as “rogue trustees.” Like the rogue elephant, the rogue trustee runs roughshod over the norms and standards of expected behaviors. They tend to poison the culture of the college, and they can cause enormous damage. In this study 59 presidents share their mini-case studies of what motivates the rogue trustee. The study sheds light on a delicate issue that has been in the community college closet for decades.  相似文献   

14.
Community college presidents face an uphill struggle in preparing their institutions for the rapidly changing technological learning environment. Visionary presidents in rural community colleges are presented with yet another challenge: that of finding themselves on the wrong side of the digital divide. This article describes how presidents of 12 rural community colleges in the mountains of western North Carolina formed a technology consortium to collaboratively address critical technology issues. Integral steps in the joint venture were a combined assessment and planning process authorized by the presidents, formation of the Western North Carolina Technology Consortium, and an e-commerce project designed to meet the needs of small busi-nesses and entrepreneurs in the region. Lessons learned and implications for practice are presented for community college presidents seeking ways to collaborate.  相似文献   

15.
ABSTRACT

Traditionally, faculty members who expected to become presidents ascended through the typical labor chain to that position. However, questions are prevalent about whether these individuals gain the managerial experience needed to succeed in a presidency. Unlike the private business management model that has been successful in developing leaders in that arena, community colleges have not provided such formal training to former faculty members who are well-versed in their field and academic-related issues, but lack formal managerial skills development. One area where such training may be achieved is through the development of the leaders of faculty senate bodies. Faculty senate bodies provide their leaders with an opportunity to provide a voice in the campus decision-making process and, potentially, may present an opportunity for more formal training for those interested in the presidency. Further analysis of the perceived skills of these leaders is an important step in addressing this need. The purpose of this study was to identify areas of common thinking among community college presidents and faculty senate leaders about the importance of certain experiences and beliefs needed by effective community college presidents, and the extent that they can be learned by service on the faculty senate.  相似文献   

16.
Three focus groups consisting of board of trustee members, community college presidents, senior administrators, administrators, and faculty members developed critical issues facing community colleges with respect to instructional planning and services; planning, governance, and finance; and workforce development. Thereafter, the delegation of more than 200 voted on various aspects of the most critical issue divulged in the 2008 Community College Futures Assembly: general education assessment is coming. The findings, including opportunities and challenges, potential implications for community college administrators, and future research topics are also discussed, mostly in the context of workforce development opportunities.  相似文献   

17.
This article describes the process by which new community college presidents acclimate to their new role. The entire population of new community college CEOs (chief executive officers) was surveyed using a questionnaire. Answers to 10 research questions provided answers on topics ranging from how the new CEOs wish to be perceived to what advice they have for future CEOs. Conclusions and implications for improved practice include recommended (and not recommended) actions and suggestions for current CEOs, future CEOs, and boards of trustees.  相似文献   

18.
This qualitative instrumental case study explored the experiences and perceptions of seven community college leaders of their use of anticipatory leadership. Two research questions guided this study: (a) How do community colleges use anticipatory leadership to respond to internal and external changes? (b) How do community college leaders use anticipatory leadership principles for problem solving? The themes that emerged to address question one were engagement with others is required to respond to change effectively, data analysis and currency of knowledge are required to identify gaps and to respond to them, leaders must be willing to take calculated risks, and leaders must communicate effectively in order for change to occur. The themes that emerged to address question two were analysis of data is instrumental to identifying and closing the gaps in institutions, leading to better informed decisions; and anticipatory leadership reduces the need to use reactionary leadership practices. The findings of the study are that the participants identified and supported that anticipatory leadership practices are effective for responding to change. The anticipatory leadership practices highlighted as needed by the participants included the need for leaders who are engaged, have the skills and ability to utilize data to make decisions, are current in their higher education knowledge, take calculated risks when needed, and can communicate effectively. These skills are needed for community college leaders to be able to be proactive versus reactionary in their decision-making, as well as effective with their gap analysis identification, trend predictions, decision-making, and problem solving.  相似文献   

19.
This article presents findings from a study of heads of construction schools within 14 further education colleges. Moving from a culture of hyper-masculinity, of tough, dirty work, construction lecturers and managers have to renegotiate their identity and work practices to become congruent with the inclusiveness of further education, leaving behind the aggression and discrimination embedded within the discourses and behaviours of the building site. However, they do bring with them desirable organisational masculinities, competitiveness and entrepreneurialism, that are highly valued by the contemporary college. The article presents findings of competitive and entrepreneurial practices in schools of construction and discusses the key role heads of construction play in bringing together multiple masculinities for the benefit of their school and their learners.  相似文献   

20.
Women are playing a major role in community colleges as students, staff, faculty, administrators, and presidents. Yet despite increasing representation, disparities exist between women and men in various roles within these institutions. This study reviewed literature published between 1997 and 2007 to examine the conceptualization of roles of women faculty members or senior-level leaders within the context of the community college. The emergent themes focused on faculty topics, leadership representation, and implications for institutional practices.  相似文献   

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