PORTRAIT OF COMMUNITY COLLEGE LEADERS
2011
Asian American
AfricanHispanic
American
2011
American
Indican
Other
Women
Men
White
LEADERSHIP CRISIS?
71 and older
61-70
2006
51-60
2011
41-50
31-40
0
10
20
30
40
50
60
CONCERNS FOR FUTURE LEADERS
 Economic
 Career Preparation—Workforce Development
 Students
•
•
•
•
Differences in abilities
Developmental education
Cultural
Swirling students
 Accountability
• How to measure success
• Preparation for careers versus jobs
SUCCESSION PLANNING—OR NOT
 Faculty
• Retirements
• Baccalaureate
• Urban/Rural
 Mid-level Leaders
• Sticky floors
• Mentoring/tapping
 Senior Leaders
• Development/preparation
• Retirements
NOT PREPARED FOR…
1.
2.
3.
4.
5.
Fund Raising (49.3%)
Capital Improvement Projects (31.2%)
Risk Management/Legal issues (25.6%)
Budget/Financial Management (23.5%)
Government Relationships (23.3%)
THINKING ABOUT LEADERSHIP
LEADERSHIP THEORIES
 Trait Theories
 Power and Influence Theories
 Behavioral Theories
 Contingency Theories
 Cultural and Symbolic
 Cognitive
COLLABORATIVE LEADERSHIP






Leadership throughout the organization
Lateral decision making
Systems oriented
Learning environment
Shared power
Inclusiveness/diversity
FIVE PROPOSITIONS
 There is no universal model for leadership.
 Multidimensional leadership is necessary in
complex organizations.
 Leaders rely on their underlying cognitive
schema in making leadership decisions.
 Leaders often adhere to their core belief
structure.
 Leaders are learners.
MULTIDIMENSIONAL LEADERSHIP
Leader B
Leader A
Minding the Bottom
Line
Inclusivity
Competencies
Framing Meaning
Leader C
Systems Thinking
Sensemaking & Framing
Step-by-Step
Top Down
Female
Visionary
Connective
Communication
Gender
Leadership Schema
Participatory
Male
FIRST MODEL
SECOND MODEL
AACC COMPETENCIES (2005)






Organizational Strategy
Resource Management
Communication
Collaboration
Community College Advocacy
Professionalism
CHANGE MODELS
 Linear Models
 Process Models
 Kezar
 Biological
 Telelogical
 Political
 Life Cycle
 Social Cognition
 Cultural
CHANGE MODELS
Lewin’s Force Field Analysis
CHANGE MODELS
Kotter and Cohen (2002)
CHANGE MODELS
Fullan (2006)
PEOPLE AND CHANGE
 Leadership
 Motivation
 Implementation Dip
 Resistance
 Sustainability
CHANGE IN MASSACHUSETTS
Among the Boston Foundation’s recommendations:
• Create a plan that leverages partnerships with employers and the economic
development community and one that includes improved governance, and
defined performance metrics that would be tied to funding.
• Clarify the mission of community colleges and emphasize their role in meeting
labor needs.
• Better prepare students for community college work and graduation.
• Enhance the role of the Board of Higher Education and the Commissioner of
Higher Education in governing the community college system.
• Consolidate funding for community colleges into one line item in the budget
with further control by the Commissioner of Higher Education.
• Launch a Community College Coalition.
(Moore, November 20, 2011)
CONSIDERATIONS/QUESTIONS
 Rationale/Urgency
 Costs/Benefits
 Economies of Scale
 Community Voice
 Have/Have-nots
 Power
 Resources
PREPARING TO LEAD
 Get the degree
 Network/build relationships
 Get a variety of experiences
Fund-raising/budgeting
Relationships/partnering
 Know yourself/know your community
PREPARING TO LEAD
 Think in terms of systems—K-12; CC systems;
4-year universities
 Creating the story matters
 Take time for renewal
Questions?
Pamela Eddy
[email protected]
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Multidimensional Leadership and Change