Full Description
Community college leadership is facing a crisis. At the opening of the 21st century, the opportunities for the development of new leaders and leaders in situ are not particularly good. Couple this with the forecasted need for an unprecedented number of well -prepared people to lead in faculty, administrative, and trustee roles, and the scope of the crisis emerges. Now add the increasing complexity of colleges and the knowledge and skills necessary to lead them, and the circumstance reaches alarming proportions. This issue of "New Directions for Community Colleges" brings together various thoughtful perspectives on the nature of leading community colleges over the foreseeable future, and suggestions for specific programmatic actions that community colleges themselves can take to provide the quantity, quality, specializations, and diversity of leaders that are needed. Community colleges are important. Their leadership is important. Addressing the crisis in leadership now facing the colleges may be the best insurance available to assure the continued contributions to American life made by the nation's community colleges. This volume is offered to that end. This is the 123rd issue of the quarterly journal "New Directions for Community College."
Contents
EDITORS' NOTES (William E. Piland, David B. Wolf). 1. Leadership Blues (James G. March, Stephen S. Weiner) Leadership of community colleges is now tougher, and perhaps meaner, than it was in earlier years; those who would lead should understand and be prepared. 2. Leadership Context for the Twenty-First Century (George R. Boggs) Reacting to leadership turnover, changing problems, and new opportunities, community college leaders need different skills, changes in development opportunities, and improved professional development policies. 3. Developing Community College Faculty as Leaders (Joanne E. Cooper, Louise Pagotto) The authors consider the current need for faculty leadership, the motivation to lead, and the challenges and problems associated with leading and provide a sampling of leadership programs from across the nation. 4. Learning on the Job: Moving from Faculty to Administration (Chris McCarthy) With administrative roles come many changes for faculty leaders, including the perceptions of others, the perception of self, and the skills necessary to remain credible. 5. Leadership Development: The Role of the President-Board Team (George B. Vaughan, Iris M. Weisman) The time has come for the colleges themselves to participate systematically in the development of future presidents. 6. Role of Universities in Leadership Development (Betty Duvall) University doctoral programs have been and will be important to the development of leaders, but their role, content, formats, delivery modes, and relations to other providers will change to sustain their importance. 7. Administration 101: Evaluation of a Professional Development Program (Cristina Chiriboga) The author examines a program provided by a professional association and includes implications for other leadership development programs. 8. Leadership Development: A Collaborative Approach (Constance M. Carroll, Martha Gandert Romero) To meet the unprecedented demand for well-prepared leaders, a regional approach can be helpful that draws on a range of providers and offers a variety of development opportunities for aspiring and practicing leaders. 9. In-House Leadership Development: Placing the Colleges Squarely in the Middle (William E. Piland, David B. Wolf) Relying exclusively on graduate schools for the provision of serious leadership education no longer suffices for community colleges; the time has arrived for a more proactive posture. 10. Leadership Development Programs (Karen A. Kim) The author provides a sample of nondegree and degree programs in community college leadership currently offered to administrators, staff, and faculty. INDEX.
