A Technical College Grow-Your-Own Leadership Program

ABSTRACT

The American Association of Community Colleges has determined over 40% of the population attending a post-secondary institution is enrolled in a two-year community college. The majority of this student population could be described as nontraditional, including first-generation students, underrepresented populations, and single parents working full or part-time jobs while attending classes. This student population is more likely to experience stress and anxiety, increasing their need for mental health services. Despite this demonstrated need, there has been little research conducted on two-year community college campuses relating to mental health services. The purpose of this article is to discuss the need for research on mental health needs and services at two-year community colleges.     

Creating Leaders Through the Teacher Learning and Leadership Program

Leadership is a skill that can be learned through professional development, mentoring, and leadership development programs. In Ontario, the Teacher Learning and Leadership Program (TLLP) helps educators develop their leadership skills through a Ministry of Education–funded project that addresses student learning needs in their classrooms. This article examines how the TLLP built the foundation for a teacher to lead beyond his classroom and continues to develop leadership skills in others across the province.     

Creating a Culture of Innovation in the Community College

As we approach the second decade of the new millennium, there is a renaissance of innovation in education, a resurgence of interest and experimentation that begs for analysis and review. To that end, the League for Innovation in the Community College proposed to conduct a national study on the nature of innovation in the community college using recipients of its Innovation of the Year award from 1999 through 2008 as a data set. With funding from MetLife Foundation, researchers examined these innovations and explored the perspectives of the winners of these awards. In September 2009, a survey created by the researchers with assistance from a focus group—field-tested on a sample of winners not included in the project and vetted by a national advisory committee—was distributed electronically to the 400 award winners; 117 respondents returned surveys for a return rate of 29%. In addition to the survey, more than 40 of the award winners were interviewed using interview questions created by the researchers and vetted by the national advisory committee. The full report and all project findings can be accessed at www.league.org/natureofinnovation. Based on the findings from this national study on the nature of innovation, this article addresses the challenge of creating a culture of innovation in the community college. The characteristics of a culture that support and encourage innovation and the role of leaders in shaping that culture are featured in the article.     

Anatomy of a Community College Faculty Diversity Program

Diversifying the faculty in community colleges, especially with faculty of color, continues to be problematic as we move through the first decade of the 21st Century. National statistics show that overwhelmingly the faculty continues to be Caucasian, even at a time when more and more students are coming from diverse ethnic backgrounds. This seemingly intractable problem is particularly acute in California, where the majority of community college students are students of color, but not the faculty. A faculty diversity program that has been in existence for 17 years has made important progress in changing the situation in southern California. This comprehensive program recruits, trains, and places interns in 10 community colleges in cooperation with a regional university. The results of the program demonstrate that substantial numbers of faculty of color are being prepared by the program and that they are getting hired in community colleges as adjunct and full-time faculty. Community colleges can be and should be proactive in identifying, developing, and hiring faculty of color. They shouldn't wait for other societal institutions to do the job for them. By working cooperatively with other local colleges, community based organizations that involve communities of color, and nearby universities, they have the opportunity to make significant inroads into diversifying their faculty. This program can and should be replicated in other parts of the country as a way to nurture the next generation of community college faculty leaders.     

Preparing Reflective Community College Leaders in a Graduate Leadership Course

This study measured the knowledge construction and reflection that occurred in a doctoral course designed to introduce major leadership theories and encourage reflection as a community college leadership practice. At each session, students completed forms reporting new learning and insights they experienced, as well as responding to reflection catalysts. Three themes emerged from the data: reflection on previous internal perspectives about leadership, critical review of personal and theoretical constructs, and embracing relational leadership. By the end of the course, students acknowledged the value of collaborative learning, and demonstrated changed perspectives regarding leadership practices, together with increased habits of reflection. Implications for graduate-level instruction and further research are proposed, based on the conclusion that the New Learning process is valuable for certain types of classes, is beneficial for professional development, and conforms to principles of transformative learning among adults.     

Reflective Leadership By Selected Community College Presidents

Code Blue addresses the capacity challenges in healthcare training. This pilot, grant funded project, focuses on a holistic approach to selecting and educating career ready and capable students and training them to be confident and competent healthcare workers. Lessons learned from this project will be assessed and reviewed for replication.     

Creating a New Architecture for the Learning College

The publication of A Nation at Risk in 1983 triggered a series of major reform efforts in education that are still evolving. As part of the reform efforts, leaders began to refer to a Learning Revolution that would “place learning first by overhauling the traditional architecture of education.” The old architecture—time-bound, place-bound, role-bound, and bureaucracy-bound—was an artifact of earlier eras when school was designed for an agricultural and an industrial economy. It was easy for educational leaders to “place learning first” by changing their language. Vice Presidents of Academic Affairs became Vice Presidents of Learning; Learning Outcomes became the universal goal; the institutions became Learning Colleges. New mission and value statements began to appear in community college catalogs to reflect the new emphasis on learning. The American Association of Community Colleges joined the revolution with a new mission statement: “Building a nation of learners by advancing America's community colleges.” The really hard work was to “overhaul the traditional architecture.” This brief article takes a first step in suggesting what that “overhaul” might look like for departmental structures, workload formula, grading, late registration, and some of the time-bound artifacts. It is noted that the 5 examples are but the tip of the iceberg if community colleges are to fully engage the Learning Revolution.     

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.     

Short-Term Leadership Development: Meeting a Need for Emerging Community College Leaders

With retirements looming in the ranks of senior leadership, the need for short-term, intensive, focused leadership development targeting midlevel administrators has become acute. Through survey responses and in-depth interviews, this study examines leadership development needs of midlevel community college administrators who aspire to higher leadership positions. The plethora of short-term programs currently available through local colleges, states, and professional associations—while well-intentioned—are most often serendipitous and without clear focus or theoretical underpinning. This study suggests a framework for providing coherent, high impact, short-term leadership development opportunities to assist emerging leaders meet the challenges of today's increasingly complex colleges.     

Nature and Status of Community College Leadership Development Programs

This study was conducted because of the paucity of research on community college leadership development programs. A mailed survey was used to gather data from a national sample of incumbent community college presidents with 286 out of 389 responding for a return rate of 74%. Of national and regional programs, the Chair Academy, the Executive Leadership Initiative, and the Future Leaders Institute had the highest percentages of participation by top-level community college administrators. Nearly 70% of presidents believe that there is a need to expand in-house development programs.     

Creating Pathways to College for Migrant Students: Assessing a Migrant Outreach Program

Migrant students are among the most disadvantaged of any groups in the United States, yet little is understood about factors that facilitate their college access. College access outreach programs rarely collect data on whether and where their students go to college. This longitudinal study tracked the college-going behaviors of migrant students who participated in the Migrant Student Leadership Institute (MSLI), a program whose goals include increasing migrant students' 4-year college access. The program emphasizes developing students' capacity for critical thinking about sociopolitical conditions, as well as their academic preparation for, and knowledge about, college. Results from analyses using an equivalent comparison group suggest that the program positively affected participants' application rates to, and enrollment rates in, more selective California public higher education institutions, including campuses of the University of California (UC) system. This article addresses factors that potentially accounted for these outcomes.     

Creating Community

In this column, the editor of The Journal of Perinatal Education describes ways that Lamaze International is helping to create a community for those who share a common interest in promoting, supporting, and protecting natural, safe, and healthy childbirth. The editor also describes the contents of this issue, which offer a broad range of resources, research, and inspiration for childbirth educators in their efforts to promote normal birth.     

Community College Leadership Transition Through the Framework of Appreciative Inquiry

Our paper considers a critical juncture in community college leadership as many community college leaders approach retirement. These transitions are inescapable. How will institutional memory (Parker, 2011) be preserved with the passing of the leadership mantel to a new generation? These transitions also impact ways in which leaders influence student success, institutional mission, and the overall health of the institution (Boggs, 2011). We view these leadership transitions through the lens of Appreciative Inquiry (AI). We ask: How might AI be utilized to successfully navigate community college leadership transitions? Examining two cases where AI was applied within higher education environments, we discuss the potential for such a model to effectively address pending leadership changes within the community college environment. These cases illustrate ways in which AI has been applied in different institutions, yet each provides insight into the ways AI may ameliorate knowledge transfer through narrative and storytelling. We suggest that AI has the potential to address multiple facets of leadership transition and facilitate the development of contextual competency.     

Community College Faculty Development Program and Student Achievement

Community college administrators look for strategies to help students. GRASP (Gaining Retention and Achievement for Students Program) is a semester-long faculty development program that coaches community college instructors about simple, effective teaching strategies that promote student academic achievement. GRASP is founded on the belief that academic achievement is based on good teaching, which begins with faculty development. The major assumption for GRASP is that faculty are the single most important factor for student success. GRASP was offered at Doña Ana Community College (DACC). Located in Las Cruces, New Mexico, just 40 miles from the border of Mexico, DACC has a student population that is 70% minority. Results for GRASP indicate that overall student success improved by 7.9%, and that overall student retention improved by 4.0% for students participating in GRASP.     

Creating Quality Assurance in Curriculum: Theory and Practice at a Canadian Community College

Quality Assurance in Curriculum is a customized solution to the problems of assuring curricular quality in a dynamic community college environment. It was designed by Red River College, a large, comprehensive community college in Western Canada, to address academic cross-jurisdictional issues in establishing and verifying curriculum. It is a system based on current theory in educational quality, and it uses a three-stage methodology incorporating a variety of survey, planning, and consultation techniques. Benchmarked data figure prominently in assuring academic program curricular conformance is measured according to accepted college mission and accepted standards. Initiated in 2000, each stage of the Quality Assurance in Curriculum strategy has moved from initial concept to preliminary trials through acceptance to full implementation across all academic faculties of the community college.     

Creating a Ninth-Grade Community of Care

ABSTRACT

This qualitative case study analyzed how one large high school created a community of care for ninth-grade students. Data were collected during the 2006–2007 school year, including observations, individual interviews, and focus group interviews of 1 female teacher and 9 of her students. Findings suggest the Freshman Focus teachers and program helped to establish three caring relationships (teacher to program, teacher to student, program to student) that promoted a community of care. The development of positive teacher beliefs about students, supportive teacher–student relationships, and the promotion of academic and life skills may help create a caring community in which students are the primary receivers of care.     

Incorporating Blended Format Cybersecurity Education into a Community College Information Technology Program

ABSTRACT

The main goal of this project is to expand cybersecurity curriculum. This was accomplished by developing six new courses. The curriculum for each course utilized a common online course for all class formats including web-enhanced, hybrid, or online. In this article, we will discuss the online components used, faculty professional development, and the development process. We will present challenges as well as recommendations for support and future research.     

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.     

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.