1. The Leadership Gap Amongst Community Colleges Chair Academy International Conferences for Leaders in Post-Secondary Education March 8, 2007 Deborah DeGan-Dixon, Dean State Fair Community College Sedalia, Missouri

2. The Leadership Gap Amongst Community Colleges Agenda Introduction of Presentation Introduction of Presentation Introduction of State Fair Community College Introduction of State Fair Community College Leadership Gap Study at SFCC Leadership Gap Study at SFCC Review of the Literature (quick summary) Review of the Literature (quick summary) SFCC Study-Research Questions SFCC Study-Research Questions Identified leadership traits, skills, leadership plans, etc. Identified leadership traits, skills, leadership plans, etc. SFCC Study-Results SFCC Study-Results Recommendations and/or implementations Recommendations and/or implementations Group Discussion/Compilation: What are you doing? Group Discussion/Compilation: What are you doing?

3. The Leadership Gap Amongst Community Colleges Deborah DeGan-Dixon, Dean ddegandixon@sfccmo.edu 660-596-7343www.sfccmo.edu/

4. The Leadership Gap Amongst Community Colleges State Fair Community College Enrollment-credit 3,100; Enrollment-noncredit 5,000 Enrollment-credit 3,100; Enrollment-noncredit 5,000 Current tuition and fees per credit hour: Current tuition and fees per credit hour: In-district, $73;Missouri residents, $100; Out-of-state residents, $153; International students, $180 In-district, $73;Missouri residents, $100; Out-of-state residents, $153; International students, $180 Students – ½ full time, ½ part time; Average student age – 24; Gender – 40% male, 60% female Students – ½ full time, ½ part time; Average student age – 24; Gender – 40% male, 60% female Residency – 3,016 from Missouri, 39 from out of state, 7 international Residency – 3,016 from Missouri, 39 from out of state, 7 international Teaching staff – 75 full time, 150 part-time Teaching staff – 75 full time, 150 part-time 35 instructional programs/degree offerings 35 instructional programs/degree offerings 14-county service area-rural/tourism 14-county service area-rural/tourism

5. The Leadership Gap Amongst Community Colleges Background of the Study Community College presidents are retiring at a consistent rate Community College presidents are retiring at a consistent rate Labor market trends and growth indicate insufficient number of replacements. Labor market trends and growth indicate insufficient number of replacements. Succession planning or “grow your own leaders” is a popular concept. Succession planning or “grow your own leaders” is a popular concept.

6. The Leadership Gap Amongst Community Colleges Statement of the Problem Need to develop a cadre with knowledge and skills to lead change and improve the quality of higher education (Hackaday & Puyear, 2000). Need to develop a cadre with knowledge and skills to lead change and improve the quality of higher education (Hackaday & Puyear, 2000). 1,200 of the United States community college presidents seeking to retire by the year 2011. 1,200 of the United States community college presidents seeking to retire by the year 2011.

7. The Leadership Gap Amongst Community Colleges Statement of the Problem Institutional needs and problems need to be addressed. Institutional needs and problems need to be addressed. Some trying to meet the need with in- house programs. Some trying to meet the need with in- house programs. Leadership development program need is also at SFCC Leadership development program need is also at SFCC No data addressing the need for and the reception of a SFCC leadership development program plan. No data addressing the need for and the reception of a SFCC leadership development program plan.

8. The Leadership Gap Amongst Community Colleges Purpose of the Study To determine the perceived need for a leadership development plan and the perceived leadership culture of State Fair Community College (SFCC). To determine the perceived need for a leadership development plan and the perceived leadership culture of State Fair Community College (SFCC).

9. The Leadership Gap Amongst Community Colleges Research Questions What is the State Fair Community College leadership culture? What is the State Fair Community College leadership culture? What is the perception of State Fair Community College employees regarding developing a plan for leadership development? What is the perception of State Fair Community College employees regarding developing a plan for leadership development?

10. The Leadership Gap Amongst Community Colleges Traits of Effective Leaders Identified traits of an effective community college leader: Understanding reliance technology, knowledge management, virtual learning, state and federal regulations, partnerships, and many other components (Carol, 2004). Understanding reliance technology, knowledge management, virtual learning, state and federal regulations, partnerships, and many other components (Carol, 2004). Strategically improves the quality of the institution, protects the long-term health of the organization, promotes the success of all students, and sustains the community college mission based on knowledge of the organization, its environment, and future trends (American Association of Community Colleges, 2004). Strategically improves the quality of the institution, protects the long-term health of the organization, promotes the success of all students, and sustains the community college mission based on knowledge of the organization, its environment, and future trends (American Association of Community Colleges, 2004). Equitably and ethically sustain people, processes, and information; and physical and financial assets in order to (American Association of Community Colleges, 2004). Equitably and ethically sustain people, processes, and information; and physical and financial assets in order to (American Association of Community Colleges, 2004).

11. The Leadership Gap Amongst Community Colleges AACC says: Ensure accountability Ensure accountability Support operational decisions Support operational decisions Develop and manage resource assessment, planning, budgeting, and acquisitions Develop and manage resource assessment, planning, budgeting, and acquisitions Take an entrepreneurial stance in seeking ethical alternative funding sources Take an entrepreneurial stance in seeking ethical alternative funding sources Implement a human resource system that includes recruitment, hiring, reward, and performance management systems Implement a human resource system that includes recruitment, hiring, reward, and performance management systems Employ organizational, time management, planning, and delegation skills Employ organizational, time management, planning, and delegation skills

12. The Leadership Gap Amongst Community Colleges Nine Traits of Effective Leaders Vision Vision Integrity Integrity Confidence Confidence Courage Courage Technical knowledge Technical knowledge Ability to collaborate Ability to collaborate Persistence Persistence Good judgment Good judgment Desire to lead (Hackaday & Puyear, 2000) Desire to lead (Hackaday & Puyear, 2000)

13. The Leadership Gap Amongst Community Colleges Leadership Institute for a New Century Intelligence Intelligence Extroversion Extroversion Self-assurance Self-assurance Empathy Empathy Confidence Confidence Courage Courage Fairness Fairness Respect for the opinions of others Respect for the opinions of others Sensitivity of information Sensitivity of information (Ebbers et al., 2000).

14. The Leadership Gap Amongst Community Colleges Effective Community College Leaders should: Team building and motivating people towards a shared vision Team building and motivating people towards a shared vision Strategic thinking that envisions change, makes plans, and applies steps on accomplishing intended goals Strategic thinking that envisions change, makes plans, and applies steps on accomplishing intended goals Politically-savvy Politically-savvy Advocating, facilitating, and remaining flexible; mentoring and coaching Advocating, facilitating, and remaining flexible; mentoring and coaching Database decisions Database decisions Enabling and empowering people and cultivating and maintaining relationships Enabling and empowering people and cultivating and maintaining relationships Fluency in office technologies Fluency in office technologies Sense of timing Sense of timing Using humor Using humor Adapting to change Adapting to change Synthesizing information and visioning the “big picture” Synthesizing information and visioning the “big picture” (AACC, 2004)

15. The Leadership Gap Amongst Community Colleges Need for Leadership Development Immediate action needs to be taken to develop future leaders (Filan, 1999). Immediate action needs to be taken to develop future leaders (Filan, 1999). “Grow your own” programs are woven into the tapestry of the college culture (Bragg, 2004). “Grow your own” programs are woven into the tapestry of the college culture (Bragg, 2004). We must recognize the need for a coherent, focused way to upgrade and expand the management skills while preparing potential in this trade (Spangler, 1999). We must recognize the need for a coherent, focused way to upgrade and expand the management skills while preparing potential in this trade (Spangler, 1999).

16. The Leadership Gap Amongst Community Colleges Important Leadership Topics Strategic planning Strategic planning Dealing with a conflict Dealing with a conflict Visioning Visioning Appreciating diversity Appreciating diversity Ethical behavior Ethical behavior Rules of politics Rules of politics Legal issues Legal issues Team building Team building Partnerships and collaborations Partnerships and collaborations Budget and finance Budget and finance Contemporary issues and trends Contemporary issues and trends Leadership theories and styles Leadership theories and styles Networking, using technology Networking, using technology Managing change Managing change Fund raising Fund raising Teaching and learning assessment and self evaluation Teaching and learning assessment and self evaluation Governments Governments Motivation Motivation Preparing applications and resumes Preparing applications and resumes Interviewing skills Interviewing skills (Wallin, 2004).

17. The Leadership Gap Amongst Community Colleges Competencies for CC Leaders Organizational StrategyAn effective community college leader strategically improves the quality of the institution, protects the long-term health of the organization, promotes the success of all students, and sustains the community college mission, based on knowledge of the organization, its environment, and future trends. Resource ManagementAn effective community college leader equitability and ethically sustains people, process, and information as well as physical and financial assets that fulfill the mission, vision, and goals of the community college. CommunicationAn effective community college leader uses clear listening, speaking, and writing skills to engage in honest, open dialogue at all levels of the college and its surrounding community, to promote the success of all students, and to sustain the community college mission. CollaborationAn effective community college leader develops and maintains responsive, cooperative, mutually beneficial, and ethical internal and external relationships that nurture diversity, promote the success of all students, and sustain the community college mission. ProfessionalismAn effective community college leader works ethically to set high standards for self and others, continuously improves self and surroundings, demonstrate accountability to and for the institution, and ensure the long-term viability of the college and the community. (Leading Forward Summit, 2005)

18. The Leadership Gap Amongst Community Colleges State Fair Community College What is the perceived need for a leadership development plan and the perceived leadership culture of State Fair Community College (SFCC). What is the perceived need for a leadership development plan and the perceived leadership culture of State Fair Community College (SFCC). The results of this study could be utilized to assist in creating a leadership development program at SFCC. The results of this study could be utilized to assist in creating a leadership development program at SFCC.

19. The Leadership Gap Amongst Community Colleges Study Information Population-administrators, faculty, and staff at SFCC (N=191) Population-administrators, faculty, and staff at SFCC (N=191) Sample-personnel participating in leadership programs or meetings during the 2006 spring semester Sample-personnel participating in leadership programs or meetings during the 2006 spring semester Convenience and purposive sample was designed to be a cross section of administrators, faculty, and staff with representation from all college departments including the president’s office. Convenience and purposive sample was designed to be a cross section of administrators, faculty, and staff with representation from all college departments including the president’s office.

20. The Leadership Gap Amongst Community Colleges Survey Instruments Organizational Description Questionnaire (ODQ), a pre-developed instrument by Bass and Avolio (1992) that explores the correlation among responses of the sample surveyed Organizational Description Questionnaire (ODQ), a pre-developed instrument by Bass and Avolio (1992) that explores the correlation among responses of the sample surveyed Researcher-developed SFCC Leadership Needs Assessment Survey (LNAS) Researcher-developed SFCC Leadership Needs Assessment Survey (LNAS)

21. The Leadership Gap Amongst Community Colleges Survey Determination Using a descriptive survey is appropriate to examine the leadership structure as it currently exists to determine the need for leadership development Using a descriptive survey is appropriate to examine the leadership structure as it currently exists to determine the need for leadership development (Leedy & Ormrod, 2005). Analysis between an organization’s leadership culture and the organization’s leadership environment is important to the organization’s success Analysis between an organization’s leadership culture and the organization’s leadership environment is important to the organization’s success (Saffold, 1988, as cited by Parry & Proctor-Thomson, 2001).

22. The Leadership Gap Amongst Community Colleges ODQ Instrument Will report the subject’s differences between transactional and transformational leadership (Bass & Avolio, 1992). Will report the subject’s differences between transactional and transformational leadership (Bass & Avolio, 1992). Will representing each of the transformational and transactional cultural constructs (for a total of 28 items). Will representing each of the transformational and transactional cultural constructs (for a total of 28 items). Will give perception of individual or organizational culture. Will give perception of individual or organizational culture. Could assist in determining the optimal effective of a leadership development program. Could assist in determining the optimal effective of a leadership development program. (Bass & Avolio, 1992).

23. The Leadership Gap Amongst Community Colleges The SFCC Leadership Needs Assessment Survey (LNAS) Indicate the need for a leadership development program and to rank the eight leadership skills needed in such a program. Indicate the need for a leadership development program and to rank the eight leadership skills needed in such a program.

24. The Leadership Gap Amongst Community Colleges Investigating the Results ODQ scores allows the college to review the data to determine the need to introduce, increase, decrease, or eliminate the leadership initiative in order to improve the organization. ODQ scores allows the college to review the data to determine the need to introduce, increase, decrease, or eliminate the leadership initiative in order to improve the organization. SFCC LNAS allows the college prioritize development of a leadership plan. SFCC LNAS allows the college prioritize development of a leadership plan.

25. The Leadership Gap Amongst Community Colleges Results Based on the respondents of the study, State Fair Community College’s ODQ mean scores were -.62338 transactional and 4.480519 transformational. Based on the respondents of the study, State Fair Community College’s ODQ mean scores were -.62338 transactional and 4.480519 transformational.

26. The Leadership Gap Amongst Community Colleges Transactional -0.62338 Transf o r m a t i o n a l 4.4805 1 9 4 8 1 -140+14 Predominantly Four I'sModerately Four I'sHigh-Contrast +14 0Loosely GuidedCoasting Moderately Bureaucratic or internally competitive 0 -14 Garbage CanPedestrian Predominantly Bureaucratic or internally competitive -14 0+14

27. The Leadership Gap Amongst Community Colleges SFCC ODQ Culture Coasting Coasting May represent that SFCC is trying to maintain its current position May represent that SFCC is trying to maintain its current position Organizations with this culture have the possibility of moderate amounts of managerial and leadership activities but not as many as it might if it utilized the resources and opportunities it possesses. Organizations with this culture have the possibility of moderate amounts of managerial and leadership activities but not as many as it might if it utilized the resources and opportunities it possesses.

28. The Leadership Gap Amongst Community Colleges SFCC LNAS Rating 1. Relationship building 2. Communication 3. Leadership preparation 4. Teaching and learning 5. Personnel issues 6. Budget and finance 7. Legal issues and collaborations 8. Technology Overall, the majority of respondents (94%) indicated that the college was in need of a leadership development plan

29. The Leadership Gap Amongst Community Colleges Conclusions Neither a transformational or transactional leadership culture or “coasting.” Neither a transformational or transactional leadership culture or “coasting.” Strives to be the best at what it does and continuously searches for ways to improve. Strives to be the best at what it does and continuously searches for ways to improve. Encourages and fosters forward thinkers and allows for individual initiative. Encourages and fosters forward thinkers and allows for individual initiative. Rules and procedures do not limit discretionary behavior and that the organization is receptive to change. Rules and procedures do not limit discretionary behavior and that the organization is receptive to change. People go out of their way for the good of the team, department and/or organization. People go out of their way for the good of the team, department and/or organization.

30. The Leadership Gap Amongst Community Colleges Conclusions (cont.) Mistakes are treated as learning opportunities and do not harm your career. Mistakes are treated as learning opportunities and do not harm your career. Several levels of authorization are required before action can be taken. Several levels of authorization are required before action can be taken. Not always help when unsure about what to do. Not always help when unsure about what to do. SFCC needs to develop a leadership development plan. SFCC needs to develop a leadership development plan.

31. The Leadership Gap Amongst Community Colleges Conclusions (cont.) Relationship building Relationship building Communication Communication Leadership preparation Leadership preparation Teaching and learning Teaching and learning Personnel issues Personnel issues Budget and finance Budget and finance Legal issues and collaborations Legal issues and collaborations Technology Technology

32. The Leadership Gap Amongst Community Colleges Recommendations Engage leaders in appropriate transformational managerial and leadership activities. Engage leaders in appropriate transformational managerial and leadership activities. Continue promoting and maintaining high standards for personal and organizational integrity, honesty, and respect for people. Continue promoting and maintaining high standards for personal and organizational integrity, honesty, and respect for people.

33. The Leadership Gap Amongst Community Colleges Recommendations (cont.) Build upon regular performance feedback with reflection, goal-setting, and evaluation. Build upon regular performance feedback with reflection, goal-setting, and evaluation. Continue offering existing and develop new opportunities to allow others to share ideas, actively listen, comprehend, analyze, engage, and act on new ideas. Continue offering existing and develop new opportunities to allow others to share ideas, actively listen, comprehend, analyze, engage, and act on new ideas. Provide professional development in: relationship building, communication, leadership preparation, and teaching and learning, personnel issues, budget and finance, legal issues and collaborations, and technology. Provide professional development in: relationship building, communication, leadership preparation, and teaching and learning, personnel issues, budget and finance, legal issues and collaborations, and technology.

34. The Leadership Gap Amongst Community Colleges Personal Leadership Development: Invest in their development by conducting an assessment to determine where the leadership skills fall and then develop a plan that will enhance or build leadership skills worth developing, such as a StrengthQuest®, MLQ®, PDP ProScan®. Invest in their development by conducting an assessment to determine where the leadership skills fall and then develop a plan that will enhance or build leadership skills worth developing, such as a StrengthQuest®, MLQ®, PDP ProScan®. Provide support to develop skills through leadership academies or training sessions, mentoring, on the job experience, or formal education opportunities. Provide support to develop skills through leadership academies or training sessions, mentoring, on the job experience, or formal education opportunities.

35. The Leadership Gap Amongst Community Colleges Organization Leadership Dimension Model: (my version) Building Teams: The leader operates as a team player, establishes trust, and communicates persuasively with shared objectives. Tap the potential of individuals and encourage change agents. Building Teams: The leader operates as a team player, establishes trust, and communicates persuasively with shared objectives. Tap the potential of individuals and encourage change agents. Taking Action: The leader accomplishes results, acts effectively in ambiguous situations, clarifies vision to give direction, demonstrates breadth of vision, motivates others to take action, coordinates action, and takes risks. Taking Action: The leader accomplishes results, acts effectively in ambiguous situations, clarifies vision to give direction, demonstrates breadth of vision, motivates others to take action, coordinates action, and takes risks.

36. The Leadership Gap Amongst Community Colleges Leadership Dimension Model (cont.) Values Customers/stakeholders: The leader emphasizes profitability or efficiencies, understands interrelationships, shares in a common understanding of the vision, and demonstrates customer/stakeholders perspectives. Values Customers/stakeholders: The leader emphasizes profitability or efficiencies, understands interrelationships, shares in a common understanding of the vision, and demonstrates customer/stakeholders perspectives. Drives Change: The leader is achievement oriented, embraces technological impact, develops a case for change, and is innovative. Drives Change: The leader is achievement oriented, embraces technological impact, develops a case for change, and is innovative. Develops Others: The leader achieves results through others, attracts and develops talent, and supports taking risks. Develops Others: The leader achieves results through others, attracts and develops talent, and supports taking risks.

37. The Leadership Gap Amongst Community Colleges Change the Culture Understand and respect the past, returning to it for inspiration. Understand and respect the past, returning to it for inspiration. Make promotions to ensure that older values survive despite changes. Make promotions to ensure that older values survive despite changes. Provide reinforcement for innovative efforts that are attempted and successful. Provide reinforcement for innovative efforts that are attempted and successful. Share mutual interests and a sense of shared fates and interdependences to give employees the sense of purpose and the feeling of family. Share mutual interests and a sense of shared fates and interdependences to give employees the sense of purpose and the feeling of family.

38. The Leadership Gap Amongst Community Colleges Culture Change (cont.) Support the inclusion of assumptions, norms, and values in alignment with individuals pursuing their goals and rewards. Support the inclusion of assumptions, norms, and values in alignment with individuals pursuing their goals and rewards. Act as mentors, coaches and role models to followers. Act as mentors, coaches and role models to followers. Encourage innovation and open discussion of issues and ideas from all levels of the organization. Encourage innovation and open discussion of issues and ideas from all levels of the organization. Go beyond self-interests and work towards accomplishing the organizational goals Go beyond self-interests and work towards accomplishing the organizational goals (Parry, 2003).

39. The Leadership Gap Amongst Community Colleges Implementation Within the spirit of an implementation strategy: 1)SFCC should support the concept of upward mobility of employees. 1)SFCC should support the concept of upward mobility of employees. 2)SFCC should support the concept that emerging leaders are a valued asset. 2)SFCC should support the concept that emerging leaders are a valued asset. 3)SFCC should support and ensure that good leadership will continue. 3)SFCC should support and ensure that good leadership will continue.

40. The Leadership Gap Amongst Community Colleges SFCC Leadership Academy Needs Assessment Needs Assessment Leadership Skill Attainment Goal Leadership Skill Attainment Goal Team Building & Getting Acquainted Team Building & Getting Acquainted Personal Profile System (DISC) Personal Profile System (DISC) Work Behavioral Styles Work Behavioral Styles Accountability, Performance Expectations and Appraisals Accountability, Performance Expectations and Appraisals HR Legal Issues HR Legal Issues Role & Function of a Supervisor Role & Function of a Supervisor Decision Making, Problem Solving Decision Making, Problem Solving Effective Communications/Generational Issues Effective Communications/Generational Issues

41. The Leadership Gap Amongst Community Colleges What are you doing?

42. The Leadership Gap Amongst Community Colleges What are you doing?

43. The Leadership Gap Amongst Community Colleges What are you doing?