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Download full textLevin, John S.; López Damián, Ariadna I.; Martin, Marie C.; Vázquez, Evelyn Morales – Canadian Journal of Higher Education, 2018
This qualitative investigation addresses three "new universities" in the provinces of British Columbia and Alberta and their presidents' ascriptions of organizational identity to their universities. Through extended, semi-structured interviews and narrative analysis, this investigation uses organizational identity theory and…
Descriptors: Foreign Countries, Universities, Community Colleges, Organizational Change
Peer reviewedLevin, John S. – Community College Journal of Research and Practice, 1995
Examines determinants of community college presidents' ability to influence organizational change, including methods of leadership succession, tolerance by college stakeholders, organizational history, and college power structure. Highlights the importance of presidents' relationships to governing boards, ability to maintain institutional…
Descriptors: Administrative Organization, Administrator Effectiveness, College Presidents, Community Colleges
Dennison, John D.; Levin, John S. – Canadian Journal of Higher Education, 1988
A study of Canadian community college goals as perceived by their chief executive officers and the provincial personnel responsible for college development shows continued emphasis on early development goals and goals reflecting provincial differences in priorities. In general, the results show diversity in community college role and contribution.…
Descriptors: Administrator Attitudes, College Presidents, College Role, Community Colleges
Peer reviewedLevin, John S. – Review of Higher Education, 1998
A study investigated organizational change at five community colleges, each having a relatively new president. Data were gathered from institutional documents, state agency documents, and interviews with faculty, administrators, and support staff at each institution. Results indicate that perceptions of leadership succession, the particular…
Descriptors: Administrator Attitudes, Administrator Role, Case Studies, Change Strategies
Levin, John S. – Canadian Journal of Higher Education, 1992
A survey of 24 Canadian community college governing board members investigated whether and to what extent college presidents make a difference in institutional functioning. The president's impact was seen in public and government perceptions of the college, institutional decision making, preservation of college philosophy, and communication of…
Descriptors: Administrator Role, Board Administrator Relationship, College Administration, College Presidents
Levin, John S. – 1996
This qualitative study examined the perceived impact of the president on organizational change at five community colleges in one state, and is part of a multiple case study which is addressing organizational change in community colleges. The methodology for the study was based on the literature of organizational change which suggests four…
Descriptors: Administrative Change, Administrator Effectiveness, Administrator Role, Case Studies
Levin, John S. – Canadian Journal of Higher Education, 1991
Qualitative-interpretive research methods were used to examine the board-president relationship in three British Columbia (Canada) community colleges. Five major reasons for which the relationship is important emerged: board and administrator influence in both the campus and external communities; value compatibility; self-images; and reflection of…
Descriptors: Administrator Attitudes, Attitudes, Board Administrator Relationship, Case Studies
Levin, John S. – 1997
This paper reviews the literature on specific and multiple organizational cultures identified with the community college. The community college culture is seen as both fulfilling organizational purpose (a functional perspective) and expressing organizational behaviors (an interpretive perspective), including the beliefs, values, and ideologies of…
Descriptors: Access to Education, College Environment, College Presidents, College Role
