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MULTIDIMENSIONAL LEADERSHIP AND CHANGE PAMELA L. EDDY, COLLEGE OF WILLIAM AND MARY.

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Presentation on theme: "MULTIDIMENSIONAL LEADERSHIP AND CHANGE PAMELA L. EDDY, COLLEGE OF WILLIAM AND MARY."— Presentation transcript:

1 MULTIDIMENSIONAL LEADERSHIP AND CHANGE PAMELA L. EDDY, COLLEGE OF WILLIAM AND MARY

2

3 PORTRAIT OF COMMUNITY COLLEGE LEADERS

4 LEADERSHIP CRISIS?

5 CONCERNS FOR FUTURE LEADERS  Economic  Career Preparation—Workforce Development  Students Differences in abilities Developmental education Cultural Swirling students  Accountability How to measure success Preparation for careers versus jobs

6 SUCCESSION PLANNING—OR NOT  Faculty Retirements Baccalaureate Urban/Rural  Mid-level Leaders Sticky floors Mentoring/tapping  Senior Leaders Development/preparation Retirements

7 1.Fund Raising (49.3%) 2.Capital Improvement Projects (31.2%) 3.Risk Management/Legal issues (25.6%) 4.Budget/Financial Management (23.5%) 5.Government Relationships (23.3%) NOT PREPARED FOR…

8 THINKING ABOUT LEADERSHIP

9 LEADERSHIP THEORIES  Trait Theories  Power and Influence Theories  Behavioral Theories  Contingency Theories  Cultural and Symbolic  Cognitive

10 COLLABORATIVE LEADERSHIP  Leadership throughout the organization  Lateral decision making  Systems oriented  Learning environment  Shared power  Inclusiveness/diversity

11 FIVE PROPOSITIONS  There is no universal model for leadership.  Multidimensional leadership is necessary in complex organizations.  Leaders rely on their underlying cognitive schema in making leadership decisions.  Leaders often adhere to their core belief structure.  Leaders are learners.

12 MULTIDIMENSIONAL LEADERSHIP Gender FemaleMale Communication Top Down Participatory Sensemaking & Framing Step-by-Step Visionary Connective Competencies Minding the Bottom Line InclusivityFraming Meaning Systems Thinking Leader A Leader B Leader C Leadership Schema

13 FIRST MODEL

14 SECOND MODEL

15 AACC COMPETENCIES (2005)  Organizational Strategy  Resource Management  Communication  Collaboration  Community College Advocacy  Professionalism

16 CHANGE MODELS  Linear Models  Process Models  Kezar  Biological  Telelogical  Political  Life Cycle  Social Cognition  Cultural

17 CHANGE MODELS Lewin’s Force Field Analysis

18 CHANGE MODELS Kotter and Cohen (2002)

19 CHANGE MODELS Fullan (2006)

20 PEOPLE AND CHANGE  Leadership  Motivation  Implementation Dip  Resistance  Sustainability

21 CHANGE IN MASSACHUSETTS Among the Boston Foundation’s recommendations: Create a plan that leverages partnerships with employers and the economic development community and one that includes improved governance, and defined performance metrics that would be tied to funding. Clarify the mission of community colleges and emphasize their role in meeting labor needs. Better prepare students for community college work and graduation. Enhance the role of the Board of Higher Education and the Commissioner of Higher Education in governing the community college system. Consolidate funding for community colleges into one line item in the budget with further control by the Commissioner of Higher Education. Launch a Community College Coalition. (Moore, November 20, 2011)

22 CONSIDERATIONS/QUESTIONS  Rationale/Urgency  Costs/Benefits  Economies of Scale  Community Voice  Have/Have-nots  Power  Resources

23 PREPARING TO LEAD  Get the degree  Network/build relationships  Get a variety of experiences  Fund-raising/budgeting  Relationships/partnering  Know yourself/know your community

24 PREPARING TO LEAD  Think in terms of systems—K-12; CC systems; 4-year universities  Creating the story matters  Take time for renewal

25 Questions? Pamela Eddy


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