This volume provides a critical examination of the status of women and gender in higher education today. Despite the increasing numbers of women in higher education, gendered structures continue to hinder women's advancement in academia. This book goes beyond the numbers to examine the issues facing those members of academia with non-dominant gender identities. The authors analyze higher education structures from a range of perspectives and offer recommendations at individual and institutional levels to encourage activism and advance equality in academia.

"What are the characteristics and conditions that lead to successful educational partnerships?What can we learn from partnerships that fail, cannot be sustained over time, or cease to benefit their partners?"This book serves as a guide to the successful implementation of partnerships. It provides the context and tools for readers who are responding to the increasing demands of policy makers, funders and institutional leaders to use partnerships to address local, state and federal issues, achieve external mandates, meet public or internal agendas, or pursue international collaborations. This guide provides an evidence-based framework for institutional and organizational leaders to develop the vision, shared values and norms to achieve the partnership capital that will sustain an enduring relationship. It offers a three-phase model of the development process of collaboration, together with a tool box for those charged with partnering and leading organizational change, and includes a template for both creating new partnerships and sustaining existing ones.The authors start by differentiating between traditional, often ad-hoc, partnerships and strategic partnerships that align organizational strategy with partnership actions; and by identifying the importance of moving beyond incremental or surface first order change to develop deep second order change through which underlying structures and operations are questioned and new processes emerge due to the partnership. They offer analyses and understandings of seven key components for success: exploring motivations; developing partner relationships; communicating and framing purpose; creating collaborative structures and resources; leading various partnership stages; generating partnership capital; and implementing strategies for sustaining partnerships. Each chapter concludes with a case study to provide more understanding of the ideas presented, and for use in training or classes. This guide is addressed to policy makers and educational leaders, college administrators, and their non-profit and business partners, to enable them to lead and create strategic partnerships and facilitate organizational change."

"What are the characteristics and conditions that lead to successful educational partnerships?What can we learn from partnerships that fail, cannot be sustained over time, or cease to benefit their partners?"This book serves as a guide to the successful implementation of partnerships. It provides the context and tools for readers who are responding to the increasing demands of policy makers, funders and institutional leaders to use partnerships to address local, state and federal issues, achieve external mandates, meet public or internal agendas, or pursue international collaborations. This guide provides an evidence-based framework for institutional and organizational leaders to develop the vision, shared values and norms to achieve the partnership capital that will sustain an enduring relationship. It offers a three-phase model of the development process of collaboration, together with a tool box for those charged with partnering and leading organizational change, and includes a template for both creating new partnerships and sustaining existing ones.The authors start by differentiating between traditional, often ad-hoc, partnerships and strategic partnerships that align organizational strategy with partnership actions; and by identifying the importance of moving beyond incremental or surface first order change to develop deep second order change through which underlying structures and operations are questioned and new processes emerge due to the partnership. They offer analyses and understandings of seven key components for success: exploring motivations; developing partner relationships; communicating and framing purpose; creating collaborative structures and resources; leading various partnership stages; generating partnership capital; and implementing strategies for sustaining partnerships. Each chapter concludes with a case study to provide more understanding of the ideas presented, and for use in training or classes. This guide is addressed to policy makers and educational leaders, college administrators, and their non-profit and business partners, to enable them to lead and create strategic partnerships and facilitate organizational change."

The contributions of community colleges to society are well-documented. Yet, today's community colleges are at a cross road. Decreases in funding support, a push for college completion, attention on developmental course work, and a host of other demands create a dynamic context for community college operations. Who leads these colleges matters as they face these demands and how they lead influences outcomes. Pending leadership retirements provide a prime opportunity for thinking about community college leadership in new ways. Entering this environment are prospective and aspiring leaders who are often not adequately prepared for the complexities of managing in a paradoxical organization. The era of accountability puts a fine point on the need for leaders to pay heed to the policy making process and to requirements dictated by state legislative bodies and accreditation bodies. Foundations and grant funders serve as instigators for changes in community colleges, as well and also support research into ways to link employer needs to college curricular changes. This book argues that neo-leaders are required to lead transformational change for today and tomorrow's community colleges. No longer can we rely on single leaders atop a hierarchy. Talent throughout the institution must be tapped. The authors argue that networked leadership is needed. For networked leadership, we begin to advance thinking about the role of networks and connections among leaders throughout the college and beyond the college's walls. This volume outlines underlying values critical for neo-leaders and offers questions leaders at various levels can use to jumpstart the type of courageous conversations needed on campus. The tools presented in this book provide current and aspiring leaders with resources to prepare for successfully leading the way and developing new leaders to shape the future. Our community colleges and their students require nothing less.

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."

The contributions of community colleges to society are well-documented. Yet, today's community colleges are at a cross road. Decreases in funding support, a push for college completion, attention on developmental course work, and a host of other demands create a dynamic context for community college operations. Who leads these colleges matters as they face these demands and how they lead influences outcomes. Pending leadership retirements provide a prime opportunity for thinking about community college leadership in new ways. Entering this environment are prospective and aspiring leaders who are often not adequately prepared for the complexities of managing in a paradoxical organization. The era of accountability puts a fine point on the need for leaders to pay heed to the policy making process and to requirements dictated by state legislative bodies and accreditation bodies. Foundations and grant funders serve as instigators for changes in community colleges, as well and also support research into ways to link employer needs to college curricular changes. This book argues that neo-leaders are required to lead transformational change for today and tomorrow's community colleges. No longer can we rely on single leaders atop a hierarchy. Talent throughout the institution must be tapped. The authors argue that networked leadership is needed. For networked leadership, we begin to advance thinking about the role of networks and connections among leaders throughout the college and beyond the college's walls. This volume outlines underlying values critical for neo-leaders and offers questions leaders at various levels can use to jumpstart the type of courageous conversations needed on campus. The tools presented in this book provide current and aspiring leaders with resources to prepare for successfully leading the way and developing new leaders to shape the future. Our community colleges and their students require nothing less.