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CURRENT LEADERSHIP ENVIRONMENT Substantial turnover of presidential leaders in community colleges New generation of leaders will be new to this primary.

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Presentation on theme: "CURRENT LEADERSHIP ENVIRONMENT Substantial turnover of presidential leaders in community colleges New generation of leaders will be new to this primary."— Presentation transcript:

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2 CURRENT LEADERSHIP ENVIRONMENT Substantial turnover of presidential leaders in community colleges New generation of leaders will be new to this primary role and will face new leadership challenges

3 CHALLENGES Funding Constraints Changing student demographics Succession planning Balancing multiple missions Accountability to stakeholders Meeting needs of workforce development Meeting completion agendas Keeping up with emerging technologies Pressures of economic downturn Competition from for-profit institutions Record enrollments/strained resources Nurturing private, public, k-12 and government partnerships Changing instructional pedagogies Increasing reliance on part-time faculty Meeting requirements of baccalaureate degrees Policy governance Meeting needs of underprepared students Manufacturing job losses Redesign of organizational structures Globalization pressures Stimulating new and sustainable economic growth initiatives Assessment and accountabilityFacilities issues Capital funding Instructional technology Property tax support Job training Partnerships Demographics Community college baccalaureate degree Quality and accreditation competition Board succession Politics

4 CURRENT TRAINING PROGRAMS Existing training and development programs include the basic and fundamental topics:  Board relations  Fundraising  Financial management  Building the administrative team  Strategic planning  Life of a president

5 American Association of Community Colleges (AACC) and its “Competencies for Community College Leaders”  Organizational Strategy  Resource Management  Communication  Collaboration  Community College Advocacy  Professionalism

6 CRITERIA FOR SELECTION  Broad applicability  Relevancy  Efficiency  Validity of Action Research  Experts in the field

7  Groupthink-Janis  Double-loop Learning-Argyris  Stakeholder Theory-Freeman  Upper Echelons Theory-Hambrick  Change Theories- Kezar and Kotter SELECTED THEORIES

8 Organizational Strategy -Groupthink -Double-loop Learning -Upper Echelons -Change Theory Competency Enhancements by Theories Resource Management Double-loop Learning -Stakeholder Theory -Upper Echelons Theory

9 Communication -Groupthink -Double-loop Learning -Stakeholder Theory -Upper Echelons Theory Competency Enhancements by Theories Collaboration -Groupthink -Stakeholder Theory -Upper Echelons Theory -Change Theory

10 Community College Advocacy -Stakeholder Theory -Change Theory Professionalism -Groupthink -Upper echelons Theory -Change Theory Competency Enhancements by Theories

11 Theory Competencies Groupthink Organizational Strategy, Communication, Collaboration, Professionalism Double-loop learningOrganizational Strategy, Resource Management, Communication Stakeholder Theory Resource Development, Communication, Collaboration, Community College Advocacy Upper Echelons Theory Organizational Strategy, Resource Management, Communication, Collaboration, Professionalism Change Theories Organizational Strategy, Collaboration, Community College Advocacy, Professionalism

12 Groupthink - Evaluate fundamental assumptions before important decisions are made -Set procedures concerning how decisions are made and how risks are determined associated with each decision -Explore all alternatives, seek relevant information from those within and outside the institution, and strongly encourage the openness of the exchange of ideas and points of view Double-loop learning -When errors occur, conflict develops, or other unintentional negative consequences arise during or resulting from an action or decision, the governing value must be revisited, requiring double-loop learning

13 Stakeholder Theory -Any group or individual that can affect or is affected by the achievement of a corporation’s purpose -No matter what you stand for or your ultimate purpose, leaders must take into account the effects of actions on others, as well as their potential effects on your college -Leaders must have an understanding of the stakeholder behaviors, values, and backgrounds/contexts Upper Echelons Theory -Leaders need to create a diverse management team to assure that its own processes of assessment, decision-making, and evaluation are not biased by their own personal perspectives -Embrace diversity of individuals and solicit knowledge and abilities -The individual leader relies on personal interpretation, and those interpretations must be recognized, explored, tested, and confronted to make sure sound decisions are made

14 Change Theories -Provides a plan when an institution is required to make changes to its intended goals or objectives due to circumstances that may have been unforeseen. -Creates productive relationships with those who can affect change in the organization -To cause change, leaders demonstrate the courage to take risks, allow others to do the same without penalty, make difficult decisions, and accept responsibility

15 DISCUSSION AND QUESTIONS Applying Management and Business Theory to Community College Leadership Orange County Ballroom 2, #283 Contact information: Neil S. Bagadiong, M.S., D.M. Ivy Tech Community College Columbus/Franklin, Indiana


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