1. Synergy of Leadership Competencies: Moving beyond the AACC List Pamela Eddy The College of William and Mary

2. AACC Competencies (2005)  Organizational Strategy  Resource Management  Communication  Collaboration  Community College Advocacy  Professionalism

3. 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)

4. Missing?  Contextual Competency  Ability to apply to current context  Difference based on context  Leader as team builder  Role of gender assumptions

5. 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.

6. Conceptual Framework  Social Constructivist (Berger & Luckmann, 1966)  Social interactions & hierarchy (Neumann, 1995; Weick, 1995)  Multidimensional leadership (Eddy, 2010)

7. Findings— Synergistic Competency Model  Inclusivity  Framing Meaning  Minding the Bottom Line  Systems Thinking

8. Inclusivity  Communication/Collaboration  Shift in power dynamics  Culture of shared trust and values  Moves beyond transactions

9. Framing Meaning  Linking communication with org strategy, collaboration, advocacy  Making sense/interpreting  Role of culture of context

10. Minding-the-bottom-line  Resource management, organizational strategy, advocacy  Focus on keeping the doors open  Incremental changes

11. Systems Thinking  Organizational strategy, communication, professionalism  Longevity of leaders—knew “this business”  Understands feedback loops

12. 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

13. 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

14. So What?  Doctoral program and leadership development training  Growth of utilization over career  Need for reflection  Institutional complexity demands more holistic view of competencies

15. Thank you! Pamela Eddy The College of William and Mary pamela.eddy@wm.edu