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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.

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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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