Leadership, as it is practiced today in community colleges, has taken three brilliant ideas to excess and made them into guiding ideologies. The first is "growth," a means for gauging organizational legitimacy and success that has eclipsed other means. The second is "complexity," which has gained acceptance as a structural necessity for managing…

Examines changing environmental conditions facing community colleges. Uses a symbolic interaction model to analyze leadership potential for institutional development. Examines the compatibility of leader and organizational behavior with emerging conditions. Identifies problems in the leadership capacity of presidents/chancellors facing change and…

Based on an analysis of the subjects of American Association of Community and Junior Colleges annual convention forums, identifies shifts in the issues faced by community college faculty and administrators, factors which might account for these differences, issues which will be important in the future, and the implications of these trends for…

Presents results from a study of community college leadership, conducted to examine interactive leadership relationships between college presidents and the principal internal governance groups with which they work. Presents a model linking leadership style, group situation, and leadership effectiveness. Discusses implications for the future. (DMM)

Analyzes social, political, and economic factors affecting community college development, including economic decline, increased state control, reduced appropriations and discretionary income, loss of diversity and autonomy, demographic transitions, and technological changes. Recommends a strategic management approach to issues of mission and…

Institutional stature, its development and determination, and strategies for its enhancement in colleges and universities are discussed. Focus is on the fundamental dimensions of stature, how it is affected by the external environment, and what colleges can do to improve it. Chapters are as follow: "Definition and Dimensions of Stature" (higher…

Addresses the issue of current and emerging models of faculty and student participation in community college governance. Describes the functional, coordinated systems, and rewards/incentive models of participation. Argues for decision-making processes that fully use the resource potential of faculty and students. (DMM)

Argues that financial administrators in community colleges must be cognizant of trends in public policy at federal, state, and local levels if the financial strategy guiding resource allocation is to be effective. Looks at emerging conditions affecting public policy and their implications for community college financial administration. (AYC)

Provides an overview of the changing community college management landscape and compares the possible outcomes and influence on an institution of various college management styles. Suggests that the most successful colleges will be those that emphasize leadership, accountability, involvement, and integration over management, control, complacency,…

Emphasizes the need for effective leadership and management to cope successfully with reduced resources. Outlines benefits produced by two-year colleges to be considered in policy making, including student growth and development, service to community needs, impact on the community; and impact on other educational institutions. (MB)

Improving college stature is an ongoing and essential process needed to regain public support and trust. Administrators can elevate stature through specific techniques in innovative planning, resource allocation, outcomes assessment, and image management, and they can communicate better with the public. (MSE)

Faculty will participate in renewal when there is clear evidence that opportunity exists for change in the structure and functioning of academic programs and services and that status quo management may damage the institution's integrity. Faculty must also understand the scope and application of financial information shaping the resource flow. (MSE)

Cites emerging pressure areas and critical issues that require leadership from management, in lieu of the traditional control-oriented approach that has been taken to community college management. Emphasizes the need for managers with leadership ability and conceptual skills, who can remove undesirable management rigidity. (CAM)

Addresses issues related to the evaluation of community colleges' economic development efforts, describing the context for evaluation in terms of the external environment and college management/governance; practical realities guiding evaluation; steps in designing an evaluation programs; and the application of results to decision making. (DMM)

Designed for community college trustees, faculty, administrators, and state officials, this monograph examines conditions of change confronting community colleges and outlines specific role dimensions for trustees in governance. Introductory remarks pointing to questions being raised concerning the decision-making authority and capacity of…