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.     

Leadership as Learning: Conceptualizing the Process

ABSTRACT

Community College leaders face new and diverse challenges, often requiring different orientations to leadership than were effective previously. Yet, focusing on leadership as a series of career stages through which particular skills and techniques are learned often leaves leaders without the capacity to do the adaptive work required of their changing organizations. Conceptualizing leadership as an on-going process of learning relinquishes the need for a specific career orientation, and focuses on developing and sharing leadership throughout the college. Taking this approach uncovers mental models that affect how administrators see the world and, therefore, act within any environment. It shifts the goal of leadership preparation to understanding the concepts (and processes) of transforming organizational reality, challenging organizational status quo, and of deep change. It also ties leadership more directly to creating learning environments for leaders and others, which is important for community colleges interested in fulfilling the role of learning colleges. A model presenting leadership as learning concepts is presented, showing changes over time reflecting cognitive development of leaders and followers.     

A Brief History of Workforce Education in Community Colleges

ABSTRACT

Over its 100-year plus history the community college has struggled to make clear its mission. As a comprehensive community college its mission has bounced around to focus on liberal arts, developmental, workforce, community, and general education. In today’s increasingly competitive society with shifting values and changes in power it is likely that workforce education/career and technical education will remain a foundational mission of the community college. Workforce education is strongly supported by state and federal legislators who demonstrate that support with billions of dollars. It is strongly supported by business and industry. And it is strongly supported by parents and students. This brief history captures many of the key issues and developments of the continuing evolution of workforce education in the community college.     

Research and Learning Information Resources

Abstract

The purpose of this non‐experimental, qualitative dissertation study was threefold: (1) to analyze leadership behavioral competencies of twenty‐one key administrators at Miami‐Dade Community College, a college selected by a national panel of experts as the best community college in the country; (2) to determine the type of organizational climate as perceived by a random sample of employees associated with these leadership qualities; and (3) to explore general connections appearing to exist between the identified leadership competencies and the perceived climate.

Research methodology utilized the Behavioral Event Interview Technique (BEIT), an operant assessment procedure, to analyze reported behavior. Data were collected through an open‐ended questionnaire, the Leadership Qualities Questionnaire (LQQ); through structured interviews; and through the Profile of College Characteristics (PCC) climate instrument, an adaptation of Likert's Profile of Organizational Characteristics which measures climate factors and leadership style.

Results of the study profiled leadership behavior coexisting with an extremely positive college environment at a large multi‐campus urban community college as indicated by the climate ratings of the four groups of employees. The six factors rated were: (1) leadership, (2) motivation, (3) communication, (4) decision‐making, (5) reward, and (6) overall climate.

A leadership competency model was formulated and translated into the form of a code book which was used to measure the degree to which each administrator possessed the twelve behavioral leadership competencies included in the model. These competencies were classified into the following categories: (1) Sense of Direction, (2) Structure for Implementation, and (3) Sense of Personal Commitment. Relatively even demonstration of each competency by the administrators suggested a balance among task‐structure and people‐orientation. Seventeen of the eighty‐four leadership behavioral indicators suggested a core of common behaviors exhibited to a large degree by the group as a whole.

Results indicated that top administrators consistently demonstrated the strongest competence in the areas measured followed by the deans and associate deans respectively. Ten of the twelve competencies appeared to be predictive of administrative position level. The three competencies which appeared most predictive were: (1) thinks globally, (2) possesses a bias for action, and (3) uses appropriate power and authority.

The significance of this study is fourfold: (1) it advances knowledge about the impact of multiple leadership behavior on employees’ satisfaction, on perceived college climate, and on institutional excellence as indicated by student achievement; (2) it has potential for influencing the training, selecting, evaluating, and developing of future and current community college administrators; (3) it has generated hypotheses for further research regarding leadership behavioral variables, their value for predicting hierarchical level of administration, and their causal influence on organizational climate; and (4) the methodology employed in the study appears to be an effective research procedure and has helped to validate further leadership theory founded on behavioral analysis.     

Teacher–Pupil: The Changing Relationships of Mentors and Protégés

ABSTRACT

This study investigates the nature of the mentor/protégé relationship of community college presidents, and likens it to that of teacher/pupil. The qualitative study focuses on how a mentoring relationship evolves and matures over time to create a learning experience that fosters the development of cognitive leadership complexity. Six strategies of the leadership learning process are analyzed: affirm (including listen, support, reflect, and mirror), motivate, evaluate, create networks, be and model, and make people aware of leadership development. Ultimately, the mentors created cognitively complex learning cultures that fostered the development of leadership.     

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.     

A Retrospective of Four Decades of Community College Research

In the 40th publication year of the Community College Journal of Research and Practice (CCJRP), the authors present a 39-year retrospective on research on the community college through the lens of the journal. It is not known exactly what the body of community college research wholly consists of. Without access to the larger picture of community college research, both the research and practitioner communities remain generally unaware of the existing research, areas lacking in study, and opportunities to build upon past research and to explore adaptation of practices that have been implemented at other institutions. The purpose of this study was to explore the evolution of community college research by surveying topics in community college research published over the past 39 years within the context of the CCJRP, highlighting implications for future research, policy, and practice. Findings from this content analysis study demonstrate more attention to student success, teaching and learning, and community college leadership than other topics. Overtime, topics such as college mission and international perspectives cycled across the decades, while others, such as access, held steady. Findings also show the popularity of policy and innovation topics and changes in authorship over time, particularly as related to gender.     

Role of the University in Community College In-Service Education

Abstract

Of concern to many educators is in-service education of community college faculty. Some two-year colleges have looked to themselves for in-service programs and activities; many have turned to the university for this. A study was conducted among community college leaders and university professors involved in community college education to determine the current status of in-service education in the community college. Opinions related to this topic as well as the role of the university in in-service education of community college faculty were also sampled.     

5 Leadership turnover and business mobilization: the changing political ecology of urban school systems

This chapter addresses evidence of leadership turnover in urban school systems and explains this leadership problem as emanating from the changing political ecology of urban school systems. The average tenure of urban superintendents is now 2‐5 years, coupled with a shortage of applicants for vacant superintendencies, indicating a crisis of legitimacy for many urban school systems. Demands for racial representativeness on school boards and among superintendents led to more African‐Americans in these positions, but responsiveness to these demands did not check still other demands for improved quality. The evolution from racial equity (integration and representativeness) to quality is reviewed. Most recently, business leaders have mobilized to demand improved quality. An analysis of events in Detroit, Atlanta and Milwaukee illustrates the difficulty these school systems have had managing these cumulative political demands.     

The Desired Preparation of English Teachers as Perceived by Community College Administrators

Abstract

This study undertook to determine the desired preparation of community college English teachers as perceived by those persons most involved in employing those teachers. A survey of 100 community college administrators in 11 southeastern states revealed that the most preferred preparation should include the equivalent of at least a master's degree in English plus additional course work in education. Preparation programs should include courses that familiarize the student with the community college, its curriculum, and its students, and courses that develop competencies in instructional technology and audiovisual methods. English courses should be selected with emphasis on composition and language rather than literature. Respondents indicated preference for persons with teaching experience, especially in secondary schools or community colleges, but also placed value on business and industrial experience.     

The Role of the Community College in Community Development

Abstract

Multipurpose community colleges have a special opportunity for distinction through one of their missions—community development. One southern community college has assessed the similarities and differences of the perceptions of selected community leaders and of the college professional staff concerning the role of the college in community development.

The opinions of both groups were very similar, but the community leaders showed more variation in perceptions. Both groups believed the college should be involved in community development activities, but that the college could meet the needs of individuals better than it could meet community-wide needs. The college professional staff was more opposed to granting academic credit for community development activities such as work experiences of students and continuing education courses than were the community leaders.

As a philosophical approach to community development, both groups preferred the college's approaching community improvement through the organization of a wide spectrum of people concerned with democratic processes, self-help, and educational objectives. This process approach requires professional staff members with organizational, research, survey, and teaching skills to assist the community in working to solve problems.     

From the poverty of culture to the power of politics: the evolution of W.E.B. Du Bois

ABSTRACT

The culture of poverty thesis did not emerge from the conservative shadows of American intellectual life, but from its most liberal hopes for the future. Most of its earliest champions were committed to the cause of Black uplift, but never escaped the shame and judgment of the culture of poverty thesis. We look to the life and writings of W.E.B. Du Bois for examples of alternative possibilities. We could see Du Bois as an elitist who subscribed to a culture of poverty framework. Though there is some evidence for this view in his writings, the image falters when we examine the evolution of Du Bois’ thinking—the core focus of this paper. We examine key intellectual struggles present across Du Bois’ writings to explicate: 1) his changing thoughts on leadership (the “Talented Tenth”); and 2) his move toward an ever-broader advocacy of political engagement as the primary motor for Black liberation.     

The Changing Demographic Landscape of the Nation: Perspectives on College Opportunities for Asian Americans and Pacific Islanders

Abstract

With the rapidly changing demography of the United States, there is a need for greater attention to expanding opportunities and reducing barriers to education for all. This article focuses on one of the nation's fastest-growing immigrant groups—Asian Americans and Pacific Islanders (AAPIs). A case study of a program at a community college shows the importance of developing educational practices and policies that support the unique needs and challenges of low-income AAPI students.     

Towards a leadership model for the effective management of Further Education and Training colleges

Abstract

This article focuses on the need for a leadership model for the effective management of Further Education and Training (FET) colleges in the Gauteng Province. The research was motivated by the call for sound leadership in FET colleges that are grappling with the challenges of merging. A literature study showed that the study of leadership is interdisciplinary, covering a vast terrain, which encompasses the political, corporate, educational and human service domains. In 1994 the South African government inherited a fragmented, segregated and bureaucratic education system providing poor quality education. The necessary reform of the FET sector has placed enormous pressure on FET college leadership. A qualitative approach was used for this study to provide explanations for a need for effective leadership models for FET colleges. A case study of a newly merged college was chosen by purposeful sampling, and data collected by means of document analysis, individual interviews and observation. The research concludes with recommendations and a proposed leadership model for effective management of FET colleges.     

Implementing an Outcomes-Based Assessment Process in a Major Metropolitan Community College District

To propose recommendations for implementing an outcomes-based assessment program review in a California community college district, a grounded theory analysis was performed within the district. The findings generated were cross-referenced with findings from a multi-institutional case study analysis. A key finding from the cross-reference was the need for the leadership to clarify, across all levels of the organization, who the audience is for the data generated from the program review process; the indicators that each audience requires; and how that audience intends to use results generated from the process. These clarifications need to be accomplished prior to designing the outcomes-based assessment process.     

Autobiographical Counternarratives from the Community College to the PhD

ABSTRACT

Historically, community colleges and those they serve have been relegated to the margins of academe. Community colleges’ critics argue that students starting at two-year institutions are less likely to earn bachelor’s degrees and have lower student outcomes. This CCJRP Exchange Article draws upon counternarratives in highlighting multiple truths of the community experience through use of scholarly personal narratives (SPN) of those that moved in, through and out the community college to the PhD. The faculty member and doctoral students reflect on how their community college experiences influenced their career trajectories. Further, implications for community college practice, policy, and research are shared as the authors make a case for applying SPN in an effort to see community colleges as sites of deep growth that have lasting effects on the personal and professional lives of their students.     

Improving the work climate in a TVET college through changing conversations

Abstract

As an HRD manager in a college, I am responsible for employee wellness within the organisation. However the culture of the college in which I work is toxic, characterised by bullying, destructive leadership, gossip and victimisation. Such a culture is difficult to change and requires a different approach to the expert-led, training interventions that are underpinned by diagnostic organisational development. In this article, I provide evidence that supports my claim that a participatory action research approach, embedded within a dialogic organisational development paradigm, succeeded in improving the work climate as it enabled individuals to identify the factors which contributed to the toxic environment and take action to improve it. The participatory methods employed allowed the x participating college mangers to deal with their own feelings, and enabled them to describe and evaluate the workplace climate as toxic. Armed with a discourse to discuss the problem, they were able to move from helplessness and self-blame to acceptance of responsibility for change. Viewing the problem as a systemic issue enabled them to understand how to modify their practice to embody life-enhancing values that diminished the toxic patterns of communication. By changing conversations, negativity was diminished and negative interactions were replaced by more positive workplace relations. The process described in this account of my learning may be useful to improve the climate in other similarly toxic workplaces.     

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.     

Enhancing Community/Junior College Professors' Questioning Strategies and Interaction with Students

Abstract

The author was interested in identifying and changing the interaction behavior and questioning techniques of fourteen community/junior college professors enrolled in his summer institute. Modern technological facilities, including microteaching laboratories with complete videotaping capabilities, were used in training the professors in the use of Flanders Interaction Analysis and questioning strategies. Pre- and posttraining videotapes were used to collect data. The differences between pre- and posttraining lessons for the total class were significant for eight variables.     

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.