Entrepreneurial Community College Presidents: An exploratory qualitative and quantitative study

This study examined the entrepreneurial, nontraditional fundraising behaviors and activities of 23 community college presidents using interview and survey data. The institutional characteristics that facilitate entrepreneurial action and how presidents are raising these new revenues were explored. “Best practices” and implications for future research and practice are provided. The results of this analysis revealed meaningful information that is beneficial for community college presidents seeking to transform their colleges through entrepreneurial leadership. These findings indicate entrepreneurial presidents do exist and their practices can be identified. The findings also indicate that presidents' engagement in certain specific entrepreneurial practices do result in increased nontraditional funding secured. A summary of these key findings may be used as a guide for current and future community college leaders who desire to become more entrepreneurial.     

Presidents’ Mindsets Toward Resource Development at California Community Colleges

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.     

A NEW PERSPECTIVE ON COMMUNITY COLLEGE PRESIDENTS: RESULTS OF A NATIONAL STUDY

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.     

PRESIDENTS’ VIEWS ON CURRENT AND FUTURE ISSUES FACING THE COMMUNITY AND JUNIOR COLLEGE

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.     

Transferring Leadership Skills: When Community College Presidents Become University Professors

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.     

Leading from the Inside Out: Learned Respect for Academic Culture through Shared Governance

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.     

Framing the Role of Leader: How Community College Presidents Construct Their Leadership

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.     

A STUDY OF STATE ASSOCIATIONS OF COMMUNITY COLLEGE DISTRICT GOVERNING BOARDS

This study describes the organization, staffing, cost‐sharing alternatives, and administrative patterns of associations that coordinate community/junior college local governing board activities on a statewide basis. A review of literature is provided.

Methodology used for the study included letter‐surveys to state associations of community/junior colleges, community college presidents’ organizations, trustee organizations, and knowledgeable community college individuals in 33 states. Information concerning structure of community college associations, organizations of local trustees and college presidents, whether such organized groups operate as one common group or as separate organizations, and definition of any paid staff was obtained. Results were tabulated for 25 states identified as sharing state and local control of community/junior colleges. Tables are included to show: (1) states that elect trustees, states that appoint trustees, and the number of college districts and campus locations in each state; (2) organization and staffing patterns of trustee organizations and chief administrator groups; (3) patterns of organization types in the 25 states; and (4) fee structure used to finance state community college associations in a selection of state examples.

It was found that little work has been done to evaluate effectiveness of the various systems cited. Information furnished by the study did not give evidence that one form of structure serves more effectively than another.     

Participative Leadership: Perspectives of Community College Presidents

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.     

ADMINISTRATIVE REORGANIZATION IN THE COMMUNITY COLLEGE

Reorganization within the administrative structure of community colleges is an activity that has been much indulged in but little written about during recent years. This study was undertaken to determine perceptions of the roles that community college presidents play when reorganization within the administrative structure takes place. Colleges used for collection of data were two Texas metroplitan community college districts. Collection of data was limited to administrative changes from the division level through the president's level at each college. No attempt was made to study the district level or the department or curriculum levels.     

Fostering Community College Leaders: An Examination of Leadership Development Programs

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.     

BOOK REVIEW

This study examined institutional priorities among Florida's public community colleges as viewed by the presidents and local governing boards. The analysis sought to determine whether local priorities were in concordance with those of other community college leaders and whether there was agreement among the local leadership. The study also examined whether institutional setting was related to institutional priorities. Local leaders were asked to rank‐order 20 priorities presented in a study by the American Association of Community and Junior Colleges (AACJC). Median rankings and rank correlation coefficients revealed a significant positive relationship between the Florida presidents and the leaders in the AACJC study. Both groups indicated a strong commitment to the role of teaching and the retention of top quality faculty. However, no significant correlation was found between the trustees and the AACJC group. Paired rankings from 1. colleges indicated that all but one pair of local leaders failed to rank the priorities in a significantly related way. Finally, the rank‐order analysis of institutional setting produced only one significant correlation; as the institutional setting changed from rural to urban, the trustee priority ranking of student proficiency in the written and oral use of English increased.     

Financial challenges in higher education: community college leadership style and ranking

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.     

A Review of: “Encouraging Civility as a Community College Leader By Paul A. Elsner George R. Boggs (Eds.)”

The purpose of this study was to add to the research base on the community college presidency by focusing on contemporary topics and challenges. The study involved a group of community college presidents from across the United States who were appointed to their positions during a 21 - month period from 1995 to 1997. The instrument used in this study was designed to obtain the following: previous positions held, presidents' motivation to seek a presidency, the time it took to obtain a presidency, presidential search processes, and initial observations upon taking office. The presidents were also quizzed on the Carver Governance Model, as well as the current movement to transform community colleges from teacher - centered to learner - centered institutions.     

THE WESTERN NORTH CAROLINA TECHNOLOGY CONSORTIUM: A COLLABORATIVE APPROACH TO BRIDGING THE DIGITAL DIVIDE

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.     

Spirituality Matters: Spirituality and the Community College Leader

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.     

A Tap on the Shoulder: External Influences as Catalysts for Professional Change

Not all community college presidents begin their careers with the goal of becoming president, yet something causes them to alter their initial career paths to seek a presidency. Understanding how community college leaders make the decision to seek and subsequently prepare for a presidency can help identify candidates with the potential to fill anticipated vacancies, meet national needs, and lead innovation. This article explores one set of findings from a year-long study that reveals the importance of external influences as catalysts for changing a potential leader's career path.     

Crisis Management in the Community College

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.     

Community College and Community Leader Expectations of the “Village”

A level of consistency between community college leaders and community leaders is necessary to demonstrate behaviors, actions, and beliefs that shape, represent, and support expected community values. Likewise, communities, which are collectives of suborganizations, play an important role in aiding individual development, especially related to educational attainment. This study sought to understand ways in which community college leaders and community leaders demonstrate behaviors, actions, and beliefs that shape, represent, and support community values, particularly the influence on an individual's acceptance of formalized education and continued education beyond compulsory schooling. Data were collected from 113 mayors and community college presidents/deans around the United States. Analysis of the data indicated five types of actions consistent among the two groups including the promotion of civic involvement, community growth and development, economic development, well-being of citizens, and value of education.     

Predicting teacher commitment

An empirical investigation was made of a model for predicting commitment to teaching, as measured by the extent to which teachers expressed an unwillingness to change careers. Predictor variables included personal variables as well as job-related factors. Data are reported from 175 teachers who had completed their preservice training at an Israeli teachers college over a ten-year period. Results indicated that only job satisfaction could directly predict commitment. Other factors, such as professional self-image, abilities, gender, job advancement, and pupil grade level were indirectly related, generally through their relationship with satisfaction. Teaching experience was unrelated to other variables in the model.