Synergy of Leadership Competencies: Moving beyond the AACC List Pamela Eddy The College of William and Mary
AACC Competencies (2005) Organizational Strategy Resource Management Communication Collaboration Community College Advocacy Professionalism
Transition to Practice Use of some competencies more than others (Durree, 2007) Alignment of Presidents/Board (Hasson, Dellow, & Jackson, 2010) Use of competencies in doctoral programs (McNair, 2010) Differences based on location (Eddy, in press; Kools, 2010)
Missing? Contextual Competency Ability to apply to current context Difference based on context Leader as team builder Role of gender assumptions
Methods 9 campus case-study 75 interviews with leaders and staff Different size campuses and regions Phenomenology Interview questions focused on uncovering how leaders defined their leadership and the way they led their campuses through change efforts.
Conceptual Framework Social Constructivist (Berger & Luckmann, 1966) Social interactions & hierarchy (Neumann, 1995; Weick, 1995) Multidimensional leadership (Eddy, 2010)
Findings— Synergistic Competency Model Inclusivity Framing Meaning Minding the Bottom Line Systems Thinking
Inclusivity Communication/Collaboration Shift in power dynamics Culture of shared trust and values Moves beyond transactions
Framing Meaning Linking communication with org strategy, collaboration, advocacy Making sense/interpreting Role of culture of context
Minding-the-bottom-line Resource management, organizational strategy, advocacy Focus on keeping the doors open Incremental changes
Systems Thinking Organizational strategy, communication, professionalism Longevity of leaders—knew “this business” Understands feedback loops
Competency Clusters Inclusivity Systems Thinking Attention to the Bottom Line Framing Meaning Resource Management Org. Strategy Advocacy Communication Professionalism Org. Strategy Communication & Collaboration Collaboration Communication Advocacy Org. Strategy Contextual Competency
Implications Synergy among the competencies creates broader perspective/application Institutional context central Fit—institutional needs shift over time and require reassessment What’s missing: Implication of gender/race Risk taking/Ability to fail
So What? Doctoral program and leadership development training Growth of utilization over career Need for reflection Institutional complexity demands more holistic view of competencies
Thank you! Pamela Eddy The College of William and Mary