1 / 11

Community College Leadership: Perspectives and Implications

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.

eytan
Download Presentation

Community College Leadership: Perspectives and Implications

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Community College Leadership: Perspectives and Implications ByMarilyn J. Amey, Kim E. VanDerLinden,and Dennis F. BrownCenter for the Study of Advanced Learning SystemsMichigan State University

  2. 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?

  3. 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

  4. 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

  5. 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

  6. 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

  7. “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

  8. “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

  9. 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

  10. 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

  11. Little variation in career paths between men and women • More complex analyses to look for differences • Women better represented overall • Concern for organizational silos

More Related