Community college leadership 101


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  • We will Interactive Dialog and discourse to develop insight on personal growth areasWe will have an open discussion to expand the knowledge base of Cohort 26 on developing professional career goals. We will have some conversation centered around community college leadership , trustee, legislators and other community college practitioners who have challenged student to examine conflicting approaches about leadership in community colleges.Lastly, we will discuss challenges for future community college leadership.
  • To assess where you are and where you want to be one should ask themselves:What is my mission, vision, and value in life?What do I want to improve, develop, grow or make happen?Where do I see my self in 3-5-7 years?What are my Strengths, Weaknesses, threats and opportunities?You may also want to discuss these questions with a mentor, etc.Setting GoalsSMART SPECIFIC MEASURABLE ACHIEVABLE REALISTICTIMEBOUND
  • According to AACC’S Competencies for Community College Leaders, The development and availability of well prepared leaders is vital to the continued success of community colleges and their students. Leaders must be aware of their personal growth and develop a plan to chart their progress. According to AACC (2011), A plan as such is intended to be used as a guideline and a living document which can change over time in order to meet the needs of people and the institution. If a plan is developed and prepared well, the individual will have a much better chance to accomplish their plan.Teresa Ann Foxworthy has over 20 years of experience as an Executive and Executive coach. She defined Personal Growth as a way of opening peoples perspectives to see more options and possibilities for success & joy in their personal and professional lives ( Jung identified a process of growth as individuation- which is the essential to the conscious realization of one’s true self (
  • Or Personal Development Plan (PDP). Developing a plan as mentioned before will prepare future leaders to have a productive journey. In order to develop such plan we must focus on four main steps:Why do you think these four words are valuable in the personal growth process?Assess- In order for an individual to invest in their future, one must determine where they are and where they want to go. One can start by asking the following questions:What are my values and priorities?What do I want to improve, develop, grow, or make happen?What strengths do I have to build on?What weaknesses (challenges) do I need to improve?What obstacles must I overcome?What resources do I have to help me grow?SWOT!!!Plan- Set clear goals and plan for ways to growSpecific Measurable Attainable Relevant Timely Use Public Speaking ExampleAction- Take action to grow- Develop learning experiencesWhat will you do to learn and develop self exposure and experience---Practice?Evaluate- where you are in comparison to where you were..PGP/PDP is a Living document, one can make adjustments when needed.Celebrate your achievements!!!
  •  What level do you want to reach in your career, or what do you want to achieve?
  • Concepts:-Discusses how one thinks about a symbol in regards to the atmosphere and potential conflicts -Explores how symbolism enhances and help define leadershipNature:-Organizational theorists (Dandridge, Mitroff, and Joyce 1980; Peter and Waterman 1982; Petigrew 1979; Tice and Beyer 1984) all view symbols as either objects or objects that serve as vehicles for conveying some type of meaning or a message.-Tierney (1989) contributes that symbols are more than… - objectivized meaning and that they are much more than vehicles that may convey or carry a message, but more like temples or tabernacles which houses and holds the very root of institutional beliefs. Natural Existence:-Symbols exist within an organization whether or not the organization’s members are aware of these natural symbols. -For an organization to blatantly void its natural symbols for example (acts, events, language, dress, structural roles, ceremonies, or even spatial positions) means that the organization has denounced the breath of human activity i.e. it becomes absent of causal meanings and almost lifeless -becomes determinant of how people are drawn or not drawn to certain organizations -foreshadows a leader’s reign, or tells a story of how leaders have or have not been effectively diversified in highlighting and promoting its symbols
  • Tierney (2004) explained is his article that culture in organizations has emerged as somewhat a cure for institutions of higher educationNew Management ApproachAids to explain the events both positive and negative that occurs within organizations with or without explanation or proper rhyme or reasonPurposed to diagnose culture in colleges and universities so that distinct problems can become overcome Aids in solving specific administrative problems
  • Acts:-In interpreting symbols in leadership, typically the audience that receives a message must additionally interpret what the message means. Forexample: You may asked to stay after class by your professor and as you’re asked, your professors says it in a tone that sounds as if you’ve done something terribly wrong. The professor possibly could be congratulating you on a job well done on your work, or simply checking up on you to see how you’re doing in the class. Other classmates witness the request by the professor begin to assume that there is a problem or issues. Some will even go as far as thinking that even they may be called out as well. Behavior:-Act could be viewed as respect for other associates by leadership-May be viewed as that leader’s specific style -Leaders who always remain in their offices and never converse informally with subordinates sends messages that are symbolized and subordinates may interpret those messages and representing the culture of the organization and what its values represent.-Informal styles of management can symbolize a number of messages to different people via interpretations… FriendshipAccessibility IntrusivenessAnd sometimes even Harassment Understanding and Expectations:-Participants’ must have conscious and unconscious forms of understanding meaning that they must be in tune or knowledgeable of what the symbols are and their meanings, also they must internalize their views of certain symbols simply because they may be a part of their leader’s style of management or even the order of business and conduct for the organization-Be aware that symbols change due to historical ruptures-Responses to the environment effect the outcomes of certain interpretations symbols possess-Understand that individual influence is powerful
  • Tierney (2004) defined the culture of an organization as one that is grounded in the shared assumptions of individuals participating in the organization. Clifford Geertz an anthropologist mentioned in this section defined the term traditional culture. According to Geertz, traditional culture denotes a historically transmitted pattern of meanings embodied in symbols:A system of inherited conceptions expressed in symbolic form of which people communicate, perpetuate, and develop their knowledge about attitude towards life. Geertz also defines culture by stating that man is an animal suspended in webs of significance he himself has spun. Culture is seen as those webs within an organizational setting (seen as the interconnectivity of organizations)Common Goal towards understanding the role of culture: Minimize the occurrence and consequences of cultural conflict and help foster the development of shared goals.Questions to consider:What holds this place together?Is it the missions, values, bureaucratic procedures, or strong personalities? How is an organization ran and what does it expect from its leaders
  • Six Categories Regarding Leadership, Specifically Presidential Leadership:(A study was conducted within 32 colleges participating in the Institutional Leadership Project (ILP))-Metaphorical, Physical, Communicative, Structural, Personfication, and Ideational. -These categories are not mutually exclusive-A symbol may fall within more than one category or reinforce another symbolic category. -These are just six mentioned, and these six do not necessarily cover all organizational symbols.Metaphorical Symbols:-In organizational leadership, metaphors are a figure of speech. -It gives participants a way of seeing and acting in the organizational universe and allows the organization’s team members to see itself as a team reacting differently then the organization that is led by a general who commands troops. Physical Symbols:-Refers to objects that are meant to mean something other than what they really are. -They are the most common symbols.-May not signify what their leader intends.Ex. President giving statement about getting PCs for the institutions not to truly enhance the learning experience at the institution by actually giving faculty PCs, but to set forth a philosophy that makes a statement about the act of changing the teaching experience at the institution. Communicative Symbols:-Entails not only symbolic acts of oral disclosure but also written communicative acts and nonverbal activities that convey particular meanings from a president to a constituency. Structural Symbols:-Refers to institutional structures and processes that signify more than who reports to whom. -Most often differentiates new presidents from old-Highlights new presidents, those in office three years or less often feel the need to alter the organizational structure to signify changePersonification Symbols:-Refers to a leader’s intent to represent a message with an individual or group.-For example, on a national level we often find political appointees who symbolize an elected leader’s commitment to a particular constituency. Ideational Symbols:-Are ideas as symbols and refer to images leaders convey about the mission and purpose of the institution.-Presidents generate ideas that serve as symbolic ideologies about their institutions. -Ideational symbols are often the most difficult symbols for constituents to interpret if the symbol is divorced from tangible contexts.
  • It was raised for community colleges in 44 states five times the rate of inflationTuition increases will be well above 10%Strategies to help budget gaps are: across the board cuts, deferring maintenance, targeted program cuts, cut/reduce out of state travel, furloughs and layoffs
  • All time record graduation classes from high school and record growth of older students returning for retrainingThis tidal wave will occur whether or not institutions are funded to serve themMost schools will see a 10% or more enrollment inclineCalifornia has capped community college enrollments
  • As a result the time to program completion for many is extended instead of shortenedAnswer: career coaches in high schools, certified life coaches, packaging financial aid for 4 years for all students
  • This is not allowed in most states and is not likely to pass soonNew data systems are being developed to track student success in most states
  • Community college leadership 101

    1. 1. Community College Leadership 101: The Basics Charlene L. Stewart, MSW Jocelyn Gainers Honson Luma Herman Pryor, Jr
    2. 2. Introduction• Personal Growth Areas• Developing Professional Career Goals• Challenging Students to Examine Conflicting Approaches about Leadership• Challenges Facing Future Community College Leadership
    3. 3. Personal Growth Areas“Of all the things that can have an effect on your future, I believe personal growth is the greatest. We can talk about sales growth, profit growth, asset growth, but all of this probably will not happen without personal growth.”– Jim Rohn
    4. 4. Personal Growth Areas• AACC’s Competencies for Community College Leaders• Teresa Ann Foxworthy Definition of Personal Growth• Carl Jung- Individuation
    5. 5. Developing a Personal Growth Plan Assess Plan Action Evaluate Self Setting Goals Experiences Progress
    6. 6. Common Barriers to Personal Growth
    7. 7. Professional Career Goals“You cannot achieve your particular goal withouttaking the first tiny step, towards its achievementan eventual success. Whether the goal setting andplanning that you have done concerns yourpersonal or your career life, you can onlyaccomplish it when you sit down and get down towork seriously”.
    8. 8. Discover What Your Career Goals, Job goals and Purpose in life Is...What is Your Life Purpose and your personalmission statement in your life? Why are youhere? What do you want your life to be like?What is your passion and driving force in yourlife?
    9. 9. What are your employee career goals and objectives?What are your talents, interests, hobbies andpassions? You should first start by making a listof all your talents, skills, strengths and abilities.
    10. 10. What are your driving values in life?• Understanding your driving values in your life can help you to make the best career goal choices, based on-what is right for you.
    11. 11. Develop Your Strategic Career Plan• A strategic career plan is a document that combines your mission statement with a time- line to achieve short-term and long-term goals. Which includes:• Your purpose statement• Your vision for the next 3-5 years• Your values• Your guiding principles
    12. 12. Questions you should ask your self before planning your career goals….• Make more money?• Move up in a organization or own your own business?• Have more responsibility or power?• Retire early so you can do what you really want to do full time?
    13. 13. References• reer-goals.htm•
    14. 14. Leadership and Symbolism• Concepts of Symbolism• Nature of Symbolism• The Natural Existence of Symbols
    15. 15. Organizational Culture• Culture• The organizational Cure• Students vs. The Institution
    16. 16. Symbolic Acts of Leadership• Act of communicating• Behavior practices• Participants’ understanding and expectation of Leadership• Organizational Constraints
    17. 17. Role of Culture in Performance• Culture Defined• Communicating Identities – Internally and Externally• Lack of Understanding Role of Organizational Culture – Decision Making Process Obscure – Cost Increases – Resources Difficult to Allocate – Conflict Unresolved
    18. 18. Methods of Symbolism• Present Categories• Symbols In Organization Leadership
    19. 19. References• Brown, C. (2010). Organizations and governance in higher education. ASHE Reader Series, Boston, MA: Pearson.• Tierney, W. G. (Ed.). (2004). Competing conceptions of academic governance: Negotiating the perfect storm. Baltimore, MD: John Hopkins University Press.
    20. 20. Challenges for future community college leadership
    21. 21. Major issues facing community colleges• Funding• Access• Completion• Innovation• (American Association of Community Colleges, 2011)
    22. 22. Funding• Facts!• Tuition was raised in all post secondary sectors in most states last year.• Most colleges will be flat funded for FY 2012- 2013.• Pell Grant increases will not cover state cuts of student aid (Katsinas & Friedel, 2010).• Q: Will the Pell Grant increase to $5,550 improve access for low income students?
    23. 23. Access• Facts!• Tidal wave of students• Military veterans enrollment is rising• Public universities have not capped enrollment but they have “pushed” students to accessible community colleges (Katsinas & Friedel, 2010).• Q: Can distance learning increase access despite budget woes?
    24. 24. Completion• Increasing graduation rates is unlikely with budget cuts.• Community colleges are eliminating sections and classes.• Completion gaps for students of color have improved but more needs to be done. (American Association of Community Colleges, 2011)• Q: What are some innovative ways to address the completion gaps for students of color?
    25. 25. Innovation• Community colleges delivering four year degrees• Data collection systems• Partnerships with local businesses and non- public partners (Katsinas & Friedel, 2010).• Q: What innovation might you suggest to address the challenges of community colleges?
    26. 26. References• American Association of Community Colleges. (2011, August). Retrieved from Report on the 21st century initiative listening tour:• Katsinas, S. G., & Friedel, J. N. (2010). Uncertain Recovery: Access and funding issues in public higher education. University of Alabama, Education Policy Center.