Institutional accountability programs may present ethical dilemmas for community college leaders. Some of these dilemmas may be resolved by relying on the authority of the traditional mission. However, in some instances, the mission may be inadequate to check this form of state encroachment. We propose that campus leaders review John Dewey's…

The purpose of this study is to further the examination of involvement, perceptions, and experiences of faculty in shared governance, with an emphasis on the differences between men and women. Moreover, this study seeks to understand potential gender disparities in the experience of women faculty while involved in shared governance, with a focus…

Presents results from interviews conducted with 18 community college presidents regarding the causes, nature, and consequences of board changes in college districts. Focuses on changes in the nature of board membership over the years, presidential involvement in appointing new trustees, and the challenges of change. Provides recommendations from…

Argues that change is the rule rather than the exception for community college boards and provides suggestions for reducing the negative consequences of change. Discusses strategies for building effective teams and maintaining board unity and reviews the role of the chair during change. Describes a quality-based strategy for forming effective…

Describes state governance patterns for community colleges and current and emerging policy issues affecting governance. Notes that federal financial aid policies, new federal workforce development legislation, and state funding policies have important consequences for community college governance. Evolving statewide governance structures, an…

Argues that trust is the key to positive community college board-president relations and discusses ways to develop and maintain trust. Presents recommendations for using quality leadership, team building, and planning and organization to enhance the board-president relationship. (AJL)

Traces changes in governance at Canadore College (CC) in Ontario, focusing on the Associates Model of Governance which provides a felxible, top-down hierarchical organization that allows CC to adjust to the needs of its constituents. Reports that CC reduced its budget by $6 million while increasing enrollment by 25%. (MAB)

Describes the increasing difficulty of community colleges to attract and train new leaders, along with the intensifying trend of turmoil within institutional governance. The Community College Leadership Development Initiatives (CCLDI) group was formed to assist in the resolution of these problematic trends through the strengthening of college…