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Community College Leadership: Perspectives and Implications

Explore changing leadership experiences, diverse pathways to senior roles, and implications for practice in community college leadership. Study includes 1700 administrators across 14 position codes. Insights on career paths, feeder positions, and leadership succession models.

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Community College Leadership: Perspectives and Implications

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  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

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