Articles 1 - 3 of 3
Full-Text Articles in Community College Leadership
Community College Presidential Transitions: Enhancing The Process By Understanding Stakeholder Perceptions, Jeffery Clay Bradford
A leadership crisis is pending at America’s community colleges. Presidents are serving shorter terms (Stanley & Betts, 2004) and retiring rapidly (Duree, Ebbers, Santos-Laanan, Curtis, & Ferlazzo, 2008). Weisman and Vaughan (2006) project that 84% of current community college leaders will retire by 2016. New chief executives need to be effective at implementing the goals set by the board of trustees in a timely manner. The purpose of this qualitative case study was to identify stakeholder perceptions during a community college presidential transition and strategies for assisting in a smooth transition.
In-person semi-structured interviews were conducted at three medium-sized Midwestern community ...
Institutional Effectiveness And A Culture Of Evidence: Accountability Cornerstones For The Community College In The 21st Century, Teresa Renee Mckinney
This study explores the complexity of accountability demands that have emerged in the 21st century from a variety of community college stakeholders. As community college leaders attempt to foster a new accountability culture within their institutions to quell these demands, questions regarding how to go about creating effective systems for continuous quality improvement emerge. This research focused on discovery, insights and understanding from the perspectives of community college leaders engaged in this process, reveals proven strategies to address these and other concerns while improving institutional effectiveness. This qualitative inquiry used a case study methodology to disentangle these issues through ...
A Study Of Two Generations Of Culturally Diverse Community College Students Views On Leader Attributes In Self And Others, Paula Jeanine Hodkowski
Educational Foundations & Leadership Theses & Dissertations
One community college mission is preparing students for the expectations and opportunities of the workplace including roles as collaborators and leaders. Increasingly, representatives from “cultures” of generation, gender, and diverse ethnicities are gaining an education in community colleges. Research supports that cultural aspects and views of others impact an individual's leader identity.
The purpose of this quantitative, non-experimental study was to determine if participants representing millennial and generation X self-report leader behaviors of “modeling the way” and “enabling others to act”; and rate leader traits in others responding to “fits my image of a leader;” And to determine if ...