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This edited collection is the first book to address the topic of
how leaders work with teams to manage and transform community
colleges. There is a need to develop better leadership teams in
order to administer community colleges effectively and to improve
these organizations, whether it be an individual campus,
multi-college system or state-wide organization. Edited by two
long-time leaders in the field, the book includes contributions
from many other experienced leaders and scholars of community
colleges.
This edited collection is the first book to address the topic of
how leaders work with teams to manage and transform community
colleges. There is a need to develop better leadership teams in
order to administer community colleges effectively and to improve
these organizations, whether it be an individual campus,
multi-college system or state-wide organization. Edited by two
long-time leaders in the field, the book includes contributions
from many other experienced leaders and scholars of community
colleges.
Two-year colleges are facing major change. The majority will
undergo a turnover in college presidencies in the next ten years,
at a time when they are being asked to be engines for economic
growth, enable more students and a greater diversity of students to
gain 21st century qualifications, and provide a pathway to higher
degrees, all with reduced state and local funding. Recognizing that
future community college leaders at all levels will manage
increasingly complex organizations, and face very different
challenges than their predecessors, this book provides a
multidimensional model of leadership suited to these new demands
and environments. The model addresses issues of leader cognition,
race and gender, the importance of culture, and the need for more
collaborative modes of communication and decision making to frame
and implement change. It recognizes that there is no longer any one
way to lead, and that the next generation of leaders will be more
diverse, possess experience and qualifications from a wider variety
of careers, and follow new pathways to their positions. Leaders in
the future will possess a cultural competency that is fostered by
being lifelong learners.Through over 75 individual interviews with
leaders and campus members, Eddy is able to provide examples of the
model s components in practice and to illuminate which experiences
proved the most relevant for these leaders on their route to upper
administration. She shows how her model intersects with the
leadership competencies defined by the American Association of
Community Colleges, and proposes strategies for future leadership
development. This book is intended for anyone considering a
leadership position, at any level, in a community college; for
college administrators and boards responsible for leadership
development programs; and for individuals in corresponding
organizations who conduct training programs for aspiring leaders.
Likewise, those employed at four-year universities may find value
in the model as a developmental tool."
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