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Community College Leadership Perspectives and Implications

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					Community College Leadership:
Perspectives and Implications




                               By

        Marilyn J. Amey, Kim E. VanDerLinden,
                 and Dennis F. Brown
        Center for the Study of Advanced Learning Systems
                     Michigan State University
The Research Questions


  Who are the future leaders willing to guide
  the community college through this
  challenging period?
  Is the leadership experience changing?
  Examine traditional and “non-
  traditional/growth” administrative labor
  markets
  To what extent has diversity increased in
  pathways to senior leadership?
Study Information


  Partial replication of Moore et al., 1985
  survey
  Stratified random sample of 1700
  administrators across 14 position codes
  identified by AACC
  54% usable response rate
  34 item questionnaire containing Likert
  scale, open-ended, and closed-ended
  response items
              Presidents

22% hired from within their institution;
66% from another community college
Majority promoted from “traditional”
positions
57% were in their current presidency less
than 5 years
27% women; 7.9% presidents of color
Career Paths of Presidents

  Earlier rise to presidency
  Multiple presidencies common
  More administrative backgrounds,
  including “non-academic” positions
  Increased presence of organizational
  growth areas in backgrounds
  Less public school experience; 1/3 with
  four-year institutional experience
      Chief Academic Officers

52% promoted from within; 28% other cc
Growing percentage coming from non-
academic administrative positions
74% holding position less than 5 years
25% had positions at 4-year institutions
42% women; less than 10% of color
          “Feeder Positions”
Senior Student Affairs
  Internal labor market
  Highest percentage of women respondents

Business/Financial
  Internal labor market
  Strong private sector connection
  Largely white, male respondents

Continuing Education
  Internal labor market
  45% women respondents
“Feeder Positions”

  Occupational/Vocational Education
    Internal labor market
    Highest percentage directly from faculty
    70% male; almost exclusively white


  Business/Industry Liaison
    Newest position studied
    Highest percent with no prior postsecondary
    experience
    Implications for Practice

Career paths are changing
  More clearly administrative backgrounds
  Fewer senior leaders w/ public school
  experience
  New “feeder positions” have varied paths
  Community college sector constitutes a labor
  market
  Internal labor market
Need better understanding of “new
positions” and their impact on
preparation and perspective

Need to rethink search practices for new
leaders

Clarify definitions of career and leader
succession models
Little variation in career paths
between men and women
  More complex analyses to look for
  differences


Women better represented overall
  Concern for organizational silos

				
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posted:11/10/2011
language:English
pages:11