The Importance of Leadership Competencies: Perceptions of North Carolina Community College Presidents
The Importance of Leadership Competencies: Perceptions of North Carolina Community College Presidents

Author:

Publisher:

Published: 2002

Total Pages:

ISBN-13:

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This research investigated the relationship between certain institutional characteristics and perceptions of North Carolina community college presidents about the importance of leadership roles, values and emotions, and skills. Those characteristics were the size of the institution, the growth rate of the institution, and the geographic setting of the institution. The perceptions of three groups of presidents were studied. One group consisted of the presidents of large community colleges and the presidents of small community colleges. The second group consisted of the presidents of high enrollment growth colleges and the presidents of low enrollment growth colleges. The final group was comprised of presidents of urban community colleges and rural community colleges. Fifty-one of the 58 presidents participated in the study, a participation rate of 87.93 percent. The participants completed the Leadership Competencies Assessment Instrument, responding to 30 specific leadership competencies by estimating the degree of energy they expended in addressing each competency, and by estimating their effectiveness in addressing that competency. The means of responses from the first set of presidents in each group was compared to the means of responses from the second set of presidents in each group using the t-test for the difference between means. It was hypothesized that, for each of the three groups, there were no differences in perceptions about the importance of leadership roles, leadership values and emotions, or leadership skills. The results of the tests indicated that there were no differences in perceptions in any of three groups about which leadership roles, values and emotions, and skills were most important. It was recommended that future research address expanding the study population to include other community college systems; conducting future studies using different methodologies in order to increase validity; and additional study of individual leadership compe.

Handbook of Research on the Changing Role of College and University Leadership
Handbook of Research on the Changing Role of College and University Leadership

Author: Miller, Michael T.

Publisher: IGI Global

Published: 2021-06-04

Total Pages: 383

ISBN-13: 1799865614

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Higher education has changed significantly over the past 50 years, and the individuals who provide leadership for these institutions has similarly changed. The pathway to the college presidency, once the domain of academic administration, has diversified as an increasing number of development officers, student affairs and enrollment management professionals, and even politicians have become common in the role. It is important to understand who the presidents are in the current environment and the challenges they face. Challenges such as dealing with the COVID-19 pandemic, enrollment shortfalls, Title IX, and athletic scandals have risen to the forefront and have contributed to the issues and role of college and university leadership. The Handbook of Research on the Changing Role of College and University Leadership provides important research on the topic of college and university leadership, especially focusing on the changing role of the college president. The chapters discuss college leadership as it is now and how it will evolve into the future. Topics included are the role of the president at various types of universities, their involvement within university functions and activities, and the duties they must carry out and challenges they face. This book is ideal for professionals and researchers working in higher education, including faculty members who specialize in education, public administration, the social sciences, and management, along with teachers, administrators, teacher educators, practitioners, researchers, academicians, and students who are interested in college and university leadership and how this role is transforming.

The Importance of Leadership Competencies
The Importance of Leadership Competencies

Author: Russell Horton Sharples

Publisher:

Published: 2002

Total Pages: 180

ISBN-13:

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Keywords: community colleges, leadership, leadership competencies assessment instrument, North Carolina community colleges, community college presidents.

Perceptions of Trustees and Faculty on the Required Leadership Competencies for a Community College President
Perceptions of Trustees and Faculty on the Required Leadership Competencies for a Community College President

Author: Kevin C. Brockbank

Publisher:

Published: 2017

Total Pages: 152

ISBN-13:

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The purpose of this quantitative non-experimental study is to determine the leadership competencies most desired by members of the community college board of trustees and faculty for a community college president. The study will examine the alignment of those competencies between the trustees and their faculty groups to determine if the two groups seek similar or dissimilar qualities in a president. This research is also designed to further existing research on insights that may be helpful to boards of trustees, faculty, presidential search committees, and other college stakeholders when conducting a presidential search. Data for this survey was collected using a survey instrument designed from the AACC Competencies for Community College Leaders framework, created in 2005. This framework provided 45 illustrations of competencies, representing six major competency areas, which the respondents ranked on a Likert scale. The survey was sent to 751 faculty and 25 trustees across six community colleges in eastern Washington. Descriptive statistics were used to create a demographic profile of the respondents and inferential statistics were used to determine if statistically significant differences existed between the response of the faculty and trustees on each illustration. The Mann-Whitney U and Independent Samples Median test were used to determine if statistically significant differences did exist between the two respondent groups. A statistically significant difference was found in the responses of the two groups on 6 of the 45 competency illustrations. The results of the study do provide implications for future practice that will benefit trustees, faculty, presidential search committees, sitting presidents and prospective presidents. Recommendations for research to further these findings include expansion to a more diverse group of stakeholders and the practical implications of using the AACC model to guide a presidential search.

Community College President's Perceptions of Leadership During the COVID-19 Pandemic
Community College President's Perceptions of Leadership During the COVID-19 Pandemic

Author: Lori L. Hunke

Publisher:

Published: 2022

Total Pages: 0

ISBN-13:

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Although campus crises have been an ever-present aspect of college life, they have been increasing in number and intensity. While disasters prompted many colleges to prepare crisis plans, the COVID-19 pandemic presented unique challenges. Effective and timely crisis leadership can affect the crisis outcome. By understanding the leadership styles and behaviors used in a crisis, it can inform best practices for handling future campus crises. The purpose of this qualitative case study is to explore how the COVID 19 pandemic affected leadership styles and behaviors of Midwestern community college presidents. The study is primarily driven by one question, what are Midwestern community college presidents' perceptions of how their leadership and decisions had changed in response to the COVID-19 global pandemic. Study data were collected through semi-structured interviews and artifacts. The interviews were analyzed using thematic coding looking for common patterns and themes. The data were examined using a theoretical framework of interpretivism and symbolic interactionism. The conceptual framework incorporated crisis leadership styles, effective leadership competencies, and crisis leadership competencies within the context of community college governance and the COVID-19 crisis. The conceptual framework was to further understand how community college president's leadership style and behaviors had changed in response to the COVID-19 pandemic. Community college presidents navigated the COVID-19 pandemic. Based on the study results, there are five recommendations for practice. The five recommendations are: prioritize safety of faculty, staff, students and the community; develop broad-based crisis management programs, encourage leaders to include mental health services in crisis planning, leverage crisis communications, and understand the criticality of connections.

A Practical Guide to Becoming a Community College President
A Practical Guide to Becoming a Community College President

Author: Edward J. Valeau

Publisher: Routledge

Published: 2021-05-26

Total Pages: 183

ISBN-13: 1000388123

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This practical resource helps aspiring leaders demystify the challenges associated with becoming a community college president. Building on existing scholarship and research related to historical origins of the community college, this book explores the role and function of the presidency, discusses existing demographics and the importance of meeting the needs of a diverse student population, and unpacks the required competencies and leadership challenges related to becoming a community college president. Including real voices from award-winning and current presidents as well as a step-by-step approach to attaining the position, this is an important resource that speaks to the needs of today and tomorrows’ community college leaders.

A Multiple Case Study of Community College Presidents
A Multiple Case Study of Community College Presidents

Author: David Jeffery Fox

Publisher:

Published: 2008

Total Pages: 508

ISBN-13:

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This multiple case study examined five community college presidents' perceptions of the demands and competencies of community college presidential leadership. The participants were chosen using a purposeful selection method. Ages ranged from 46 to 63 years old (mean = 56 years, SD = 6.15 years). The tenure at their current college ranged from less than one year to over twenty-four years. The interview data was processed into an elite portrait of each president, and from those portraits, conclusions were drawn about the demands and competencies of the community college presidency.