MULTIDIMENSIONAL LEADERSHIP AND CHANGE PAMELA L. EDDY, COLLEGE OF WILLIAM AND MARY

PORTRAIT OF COMMUNITY COLLEGE LEADERS

LEADERSHIP CRISIS?

CONCERNS FOR FUTURE LEADERS  Economic  Career Preparation—Workforce Development  Students Differences in abilities Developmental education Cultural Swirling students  Accountability How to measure success Preparation for careers versus jobs

SUCCESSION PLANNING—OR NOT  Faculty Retirements Baccalaureate Urban/Rural  Mid-level Leaders Sticky floors Mentoring/tapping  Senior Leaders Development/preparation Retirements

1.Fund Raising (49.3%) 2.Capital Improvement Projects (31.2%) 3.Risk Management/Legal issues (25.6%) 4.Budget/Financial Management (23.5%) 5.Government Relationships (23.3%) NOT PREPARED FOR…

THINKING ABOUT LEADERSHIP

LEADERSHIP THEORIES  Trait Theories  Power and Influence Theories  Behavioral Theories  Contingency Theories  Cultural and Symbolic  Cognitive

COLLABORATIVE LEADERSHIP  Leadership throughout the organization  Lateral decision making  Systems oriented  Learning environment  Shared power  Inclusiveness/diversity

FIVE PROPOSITIONS  There is no universal model for leadership.  Multidimensional leadership is necessary in complex organizations.  Leaders rely on their underlying cognitive schema in making leadership decisions.  Leaders often adhere to their core belief structure.  Leaders are learners.

MULTIDIMENSIONAL LEADERSHIP Gender FemaleMale Communication Top Down Participatory Sensemaking & Framing Step-by-Step Visionary Connective Competencies Minding the Bottom Line InclusivityFraming Meaning Systems Thinking Leader A Leader B Leader C Leadership Schema

FIRST MODEL

SECOND MODEL

AACC COMPETENCIES (2005)  Organizational Strategy  Resource Management  Communication  Collaboration  Community College Advocacy  Professionalism

CHANGE MODELS  Linear Models  Process Models  Kezar  Biological  Telelogical  Political  Life Cycle  Social Cognition  Cultural

CHANGE MODELS Lewin’s Force Field Analysis

CHANGE MODELS Kotter and Cohen (2002)

CHANGE MODELS Fullan (2006)

PEOPLE AND CHANGE  Leadership  Motivation  Implementation Dip  Resistance  Sustainability

CHANGE IN MASSACHUSETTS Among the Boston Foundation’s recommendations: Create a plan that leverages partnerships with employers and the economic development community and one that includes improved governance, and defined performance metrics that would be tied to funding. Clarify the mission of community colleges and emphasize their role in meeting labor needs. Better prepare students for community college work and graduation. Enhance the role of the Board of Higher Education and the Commissioner of Higher Education in governing the community college system. Consolidate funding for community colleges into one line item in the budget with further control by the Commissioner of Higher Education. Launch a Community College Coalition. (Moore, November 20, 2011)

CONSIDERATIONS/QUESTIONS  Rationale/Urgency  Costs/Benefits  Economies of Scale  Community Voice  Have/Have-nots  Power  Resources

PREPARING TO LEAD  Get the degree  Network/build relationships  Get a variety of experiences  Fund-raising/budgeting  Relationships/partnering  Know yourself/know your community

PREPARING TO LEAD  Think in terms of systems—K-12; CC systems; 4-year universities  Creating the story matters  Take time for renewal

Questions? Pamela Eddy