APPLYING MANAGEMENT
AND BUSINESS THEORY TO
COMMUNITY COLLEGE
LEADERSHIP
ORANGE COUNTY
BALLROOM 2, #283
CURRENT LEADERSHIP
ENVIRONMENT
Substantial turnover of presidential
leaders in community colleges
New generation of leaders will be
new to this primary role and will
face new leadership challenges
CHALLENGES
Funding Constraints Changing student demographics Succession planning
Balancing multiple missions Accountability to stakeholders
Meeting needs of workforce development
Meeting completion agendas
Keeping up with emerging technologies
Pressures of economic downturn
Competition from for-profit institutions Record enrollments/strained resources
Nurturing private, public, k-12 and government partnerships
Changing instructional pedagogies Increasing reliance on part-time faculty
Meeting requirements of baccalaureate degrees Policy governance
Meeting needs of underprepared students
Manufacturing job losses
Redesign of organizational structures Globalization pressures
Stimulating new and sustainable economic growth initiatives
Assessment and accountability
Instructional technology
Facilities issues Capital funding
Property tax support Job training
Partnerships Demographics Community college baccalaureate degree
Quality and accreditation competition Board succession
Politics
CURRENT TRAINING PROGRAMS
Existing training and development programs
include the basic and fundamental topics:
 Board relations
 Fundraising
 Financial management
 Building the administrative team
 Strategic planning
 Life of a president
American Association of Community
Colleges (AACC) and its
“Competencies for Community College
Leaders”
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Organizational Strategy
Resource Management
Communication
Collaboration
Community College Advocacy
Professionalism
CRITERIA FOR SELECTION
 Broad applicability
 Relevancy
 Efficiency
 Validity of Action Research
 Experts in the field
SELECTED THEORIES
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Groupthink-Janis
Double-loop Learning-Argyris
Stakeholder Theory-Freeman
Upper Echelons Theory-Hambrick
Change Theories- Kezar and Kotter
Competency Enhancements by Theories
Organizational Strategy
-Groupthink -Double-loop Learning
-Upper Echelons -Change Theory
Resource Management
Double-loop Learning
-Stakeholder Theory
-Upper Echelons Theory
Competency Enhancements by Theories
Communication
-Groupthink -Double-loop Learning
-Stakeholder Theory
-Upper Echelons Theory
Collaboration
-Groupthink -Stakeholder Theory
-Upper Echelons Theory
-Change Theory
Competency Enhancements by Theories
Community College Advocacy
-Stakeholder Theory
-Change Theory
Professionalism
-Groupthink -Upper echelons Theory
-Change Theory
Theory
Competencies
Groupthink
Organizational Strategy, Communication,
Collaboration, Professionalism
Double-loop learning
Organizational Strategy, Resource
Management, Communication
Stakeholder Theory
Resource Development, Communication,
Collaboration, Community College Advocacy
Upper Echelons Theory
Organizational Strategy, Resource
Management, Communication, Collaboration,
Professionalism
Change Theories
Organizational Strategy, Collaboration,
Community College Advocacy, Professionalism
Groupthink
-Evaluate fundamental assumptions before important
decisions are made
-Set procedures concerning how decisions are made and how
risks are determined associated with each decision
-Explore all alternatives, seek relevant information from those
within and outside the institution, and strongly encourage the
openness of the exchange of ideas and points of view
Double-loop learning
-When errors occur, conflict develops, or other unintentional
negative consequences arise during or resulting from an action
or decision, the governing value must be revisited, requiring
double-loop learning
Stakeholder Theory
-Any group or individual that can affect or is affected by the
achievement of a corporation’s purpose
-No matter what you stand for or your ultimate purpose,
leaders must take into account the effects of actions on
others, as well as their potential effects on your college
-Leaders must have an understanding of the stakeholder
behaviors, values, and backgrounds/contexts
Upper Echelons Theory
-Leaders need to create a diverse management team to assure that
its own processes of assessment, decision-making, and evaluation
are not biased by their own personal perspectives
-Embrace diversity of individuals and solicit knowledge and abilities
-The individual leader relies on personal interpretation, and those
interpretations must be recognized, explored, tested, and
confronted to make sure sound decisions are made
Change Theories
-Provides a plan when an institution is required to make
changes to its intended goals or objectives due to
circumstances that may have been unforeseen.
-Creates productive relationships with those who can
affect change in the organization
-To cause change, leaders demonstrate the courage to
take risks, allow others to do the same without penalty,
make difficult decisions, and accept responsibility
DISCUSSION AND QUESTIONS
Applying Management and Business
Theory to Community College Leadership
Orange County
Ballroom 2, #283
Contact information:
Neil S. Bagadiong, M.S., D.M.
Ivy Tech Community College
Columbus/Franklin, Indiana
nbagadio@ivytech.edu