The Leadership Gap Amongst Community Colleges Chair Academy International Conferences for Leaders in Post-Secondary Education March 8, 2007 Deborah DeGan-Dixon,

The Leadership Gap Amongst The Leadership Gap Amongst Community CollegesCommunity Colleges

Chair Academy International Conferences for Chair Academy International Conferences for Leaders in Post-Secondary EducationLeaders in Post-Secondary Education

March 8, 2007March 8, 2007Deborah DeGan-Dixon, DeanDeborah DeGan-Dixon, DeanState Fair Community CollegeState Fair Community College

Sedalia, MissouriSedalia, Missouri

The Leadership Gap Amongst Community Colleges

AgendaAgenda Introduction of PresentationIntroduction of Presentation Introduction of State Fair Community Introduction of State Fair Community

CollegeCollege Leadership Gap Study at SFCCLeadership Gap Study at SFCC

Review of the Literature (quick summary)Review of the Literature (quick summary) SFCC Study-Research QuestionsSFCC Study-Research Questions Identified leadership traits, skills, leadership Identified leadership traits, skills, leadership

plans, etc.plans, etc. SFCC Study-ResultsSFCC Study-Results Recommendations and/or implementationsRecommendations and/or implementations

Group Discussion/Compilation: What are you Group Discussion/Compilation: What are you doing?doing?

The Leadership Gap Amongst The Leadership Gap Amongst Community CollegesCommunity Colleges

Deborah DeGan-Dixon, DeanDeborah DeGan-Dixon, Dean

[email protected]@sfccmo.edu

660-596-7343660-596-7343

www.sfccmo.edu/www.sfccmo.edu/

mailto:[email protected]


State Fair Community State Fair Community CollegeCollege

Enrollment-credit 3,100; Enrollment-noncredit Enrollment-credit 3,100; Enrollment-noncredit 5,0005,000

Current tuition and fees per credit hour:Current tuition and fees per credit hour: In-district, $73;Missouri residents, $100; Out-of-In-district, $73;Missouri residents, $100; Out-of-

state residents, $153; International students, state residents, $153; International students, $180$180

Students – ½ full time, ½ part time; Average Students – ½ full time, ½ part time; Average student age – 24; Gender – 40% male, 60% student age – 24; Gender – 40% male, 60% female female

Residency – 3,016 from Missouri, 39 from out of Residency – 3,016 from Missouri, 39 from out of state, 7 internationalstate, 7 international

Teaching staff – 75 full time, 150 part-timeTeaching staff – 75 full time, 150 part-time 35 instructional programs/degree offerings35 instructional programs/degree offerings 14-county service area-rural/tourism14-county service area-rural/tourism


Background of the StudyBackground of the Study

Community College presidents are Community College presidents are retiring at a consistent rateretiring at a consistent rate

Labor market trends and growth Labor market trends and growth indicate insufficient number of indicate insufficient number of replacements. replacements.

Succession planning or “grow your Succession planning or “grow your own leaders” is a popular concept.own leaders” is a popular concept.


Statement of the ProblemStatement of the Problem

Need to develop a cadre with Need to develop a cadre with knowledge and skills to lead change knowledge and skills to lead change and improve the quality of higher and improve the quality of higher education (Hackaday & Puyear, education (Hackaday & Puyear, 2000). 2000).

1,200 of the United States 1,200 of the United States community college presidents community college presidents seeking to retire by the year 2011.seeking to retire by the year 2011.


Statement of the ProblemStatement of the Problem

Institutional needs and problems Institutional needs and problems need to be addressed. need to be addressed.

Some trying to meet the need with Some trying to meet the need with in-house programs.in-house programs.

Leadership development program Leadership development program need is also at SFCCneed is also at SFCC

No data addressing the need for and No data addressing the need for and the reception of a SFCC leadership the reception of a SFCC leadership development program plan.development program plan.


Purpose of the StudyPurpose of the Study

To determine the perceived To determine the perceived need for a leadership need for a leadership development plan and the development plan and the perceived leadership culture perceived leadership culture of State Fair Community of State Fair Community College (SFCC).College (SFCC).


Research QuestionsResearch Questions

What is the State Fair Community What is the State Fair Community College leadership culture?College leadership culture?

What is the perception of State Fair What is the perception of State Fair Community College employees Community College employees regarding developing a plan for regarding developing a plan for leadership development? leadership development?


Traits of Effective LeadersTraits of Effective Leaders

Identified traits of an effective community college Identified traits of an effective community college leader:leader:

Understanding reliance technology, knowledge Understanding reliance technology, knowledge management, virtual learning, state and federal management, virtual learning, state and federal regulations, partnerships, and many other regulations, partnerships, and many other components components (Carol, 2004).(Carol, 2004).

Strategically improves the quality of the institution, Strategically improves the quality of the institution, protects the long-term health of the organization, protects the long-term health of the organization, promotes the success of all students, and sustains promotes the success of all students, and sustains the community college mission based on knowledge the community college mission based on knowledge of the organization, its environment, and future of the organization, its environment, and future trends trends (American Association of Community Colleges, 2004).(American Association of Community Colleges, 2004).

Equitably and ethically sustain people, processes, Equitably and ethically sustain people, processes, and information; and physical and financial assets and information; and physical and financial assets in order to in order to (American Association of Community Colleges, (American Association of Community Colleges, 2004).2004).


AACC says:AACC says:

Ensure accountabilityEnsure accountability Support operational decisionsSupport operational decisions Develop and manage resource assessment, Develop and manage resource assessment,

planning, budgeting, and acquisitionsplanning, budgeting, and acquisitions Take an entrepreneurial stance in seeking Take an entrepreneurial stance in seeking

ethical alternative funding sourcesethical alternative funding sources Implement a human resource system that Implement a human resource system that

includes recruitment, hiring, reward, and includes recruitment, hiring, reward, and performance management systemsperformance management systems

Employ organizational, time management, Employ organizational, time management, planning, and delegation skillsplanning, and delegation skills


Nine Traits of Effective Nine Traits of Effective LeadersLeaders

VisionVision IntegrityIntegrity ConfidenceConfidence CourageCourage Technical knowledgeTechnical knowledge Ability to collaborateAbility to collaborate PersistencePersistence Good judgmentGood judgment Desire to lead Desire to lead (Hackaday & Puyear, (Hackaday & Puyear,

2000)2000)


Leadership Institute for a New Leadership Institute for a New

CenturyCentury IntelligenceIntelligence ExtroversionExtroversion Self-assuranceSelf-assurance EmpathyEmpathy ConfidenceConfidence

CourageCourage FairnessFairness Respect for the Respect for the

opinions of othersopinions of others Sensitivity of Sensitivity of

information information

(Ebbers et al., 2000).(Ebbers et al., 2000).


Effective Community College Leaders Effective Community College Leaders should:should:

Team building and motivating people towards a shared Team building and motivating people towards a shared visionvision

Strategic thinking that envisions change, makes plans, and Strategic thinking that envisions change, makes plans, and applies steps on accomplishing intended goalsapplies steps on accomplishing intended goals

Politically-savvyPolitically-savvy Advocating, facilitating, and remaining flexible; mentoring Advocating, facilitating, and remaining flexible; mentoring

and coachingand coaching Database decisionsDatabase decisions Enabling and empowering people and cultivating and Enabling and empowering people and cultivating and

maintaining relationshipsmaintaining relationships Fluency in office technologiesFluency in office technologies Sense of timingSense of timing Using humorUsing humor Adapting to changeAdapting to change Synthesizing information and visioning the “big picture”Synthesizing information and visioning the “big picture”

(AACC, 2004)(AACC, 2004)


Need for Leadership Need for Leadership DevelopmentDevelopment

Immediate action needs to be taken Immediate action needs to be taken to develop future leaders (Filan, to develop future leaders (Filan, 1999). 1999).

““Grow your own” programs are Grow your own” programs are woven into the tapestry of the woven into the tapestry of the college culture (Bragg, 2004). college culture (Bragg, 2004).

We must recognize the need for a We must recognize the need for a coherent, focused way to upgrade coherent, focused way to upgrade and expand the management skills and expand the management skills while preparing potential in this trade while preparing potential in this trade (Spangler, 1999).(Spangler, 1999).


Important Leadership TopicsImportant Leadership Topics Strategic planningStrategic planning Dealing with a conflictDealing with a conflict VisioningVisioning Appreciating diversityAppreciating diversity Ethical behaviorEthical behavior Rules of politicsRules of politics Legal issuesLegal issues Team buildingTeam building Partnerships and Partnerships and

collaborationscollaborations Budget and financeBudget and finance Contemporary issues Contemporary issues

and trendsand trends

Leadership theories and stylesLeadership theories and styles Networking, using technologyNetworking, using technology Managing changeManaging change Fund raisingFund raising Teaching and learning Teaching and learning

assessment and self assessment and self evaluationevaluation

GovernmentsGovernments MotivationMotivation Preparing applications and Preparing applications and

resumesresumes Interviewing skills Interviewing skills

(Wallin, 2004).(Wallin, 2004).


Competencies for CC Competencies for CC LeadersLeaders

Organizational Strategy An effective community college leader strategically improves the quality of the institution, protects the long-term health of the organization, promotes the success of all students, and sustains the community college mission, based on knowledge of the organization, its environment, and future trends.

Resource Management An effective community college leader equitability and ethically sustains people, process, and information as well as physical and financial assets that fulfill the mission, vision, and goals of the community college.

Communication An effective community college leader uses clear listening, speaking, and writing skills to engage in honest, open dialogue at all levels of the college and its surrounding community, to promote the success of all students, and to sustain the community college mission.

Collaboration An effective community college leader develops and maintains responsive, cooperative, mutually beneficial, and ethical internal and external relationships that nurture diversity, promote the success of all students, and sustain the community college mission.

Professionalism An effective community college leader works ethically to set high standards for self and others, continuously improves self and surroundings, demonstrate accountability to and for the institution, and ensure the long-term viability of the college and the community.

(Leading Forward Summit, 2005)


State Fair Community State Fair Community CollegeCollege

What is the perceived need for a What is the perceived need for a leadership development plan and the leadership development plan and the perceived leadership culture of State perceived leadership culture of State Fair Community College (SFCC). Fair Community College (SFCC).

The results of this study could be The results of this study could be utilized to assist in creating a utilized to assist in creating a leadership development program at leadership development program at SFCC. SFCC.


Study InformationStudy Information

Population-administrators, faculty, and staff Population-administrators, faculty, and staff at SFCC (N=191) at SFCC (N=191)

Sample-personnel participating in Sample-personnel participating in leadership programs or meetings during the leadership programs or meetings during the 2006 spring semester2006 spring semester

Convenience and purposive sample was Convenience and purposive sample was designed to be a cross section of designed to be a cross section of administrators, faculty, and staff with administrators, faculty, and staff with representation from all college departments representation from all college departments including the president’s office.including the president’s office.


Survey InstrumentsSurvey Instruments

Organizational Description Organizational Description Questionnaire (ODQ), a pre-Questionnaire (ODQ), a pre-developed instrument by Bass and developed instrument by Bass and Avolio (1992) that explores the Avolio (1992) that explores the correlation among responses of the correlation among responses of the sample surveyedsample surveyed

Researcher-developed SFCC Researcher-developed SFCC Leadership Needs Assessment Leadership Needs Assessment Survey (LNAS)Survey (LNAS)


Survey DeterminationSurvey Determination

Using a descriptive survey is appropriate Using a descriptive survey is appropriate to examine the leadership structure as it to examine the leadership structure as it currently exists to determine the need currently exists to determine the need for leadership development for leadership development

(Leedy & Ormrod, 2005). (Leedy & Ormrod, 2005).

Analysis between an organization’s Analysis between an organization’s leadership culture and the organization’s leadership culture and the organization’s leadership environment is important to leadership environment is important to the organization’s success the organization’s success

(Saffold, 1988, as cited by Parry & Proctor-Thomson, 2001).(Saffold, 1988, as cited by Parry & Proctor-Thomson, 2001).


ODQ InstrumentODQ Instrument Will report the subject’s differences between Will report the subject’s differences between

transactional and transformational leadership transactional and transformational leadership (Bass & Avolio, 1992). (Bass & Avolio, 1992).

Will representing each of the transformational Will representing each of the transformational and transactional cultural constructs (for a and transactional cultural constructs (for a total of 28 items). total of 28 items).

Will give perception of individual or Will give perception of individual or organizational culture. organizational culture.

Could assist in determining the optimal Could assist in determining the optimal effective of a leadership development effective of a leadership development program. program.

(Bass & Avolio, 1992).(Bass & Avolio, 1992).


The SFCC Leadership Needs The SFCC Leadership Needs Assessment Survey (LNAS)Assessment Survey (LNAS)

Indicate the need for a leadership Indicate the need for a leadership development program and to rank development program and to rank the eight leadership skills needed in the eight leadership skills needed in such a program.such a program.


Investigating the ResultsInvestigating the Results

ODQ scores allows the college to ODQ scores allows the college to review the data to determine the review the data to determine the need to introduce, increase, need to introduce, increase, decrease, or eliminate the leadership decrease, or eliminate the leadership initiative in order to improve the initiative in order to improve the organization. organization.

SFCC LNAS allows the college SFCC LNAS allows the college prioritize development of a prioritize development of a leadership plan. leadership plan.


ResultsResults

Based on the respondents of the Based on the respondents of the study, State Fair Community study, State Fair Community College’s ODQ mean scores were College’s ODQ mean scores were -.62338 transactional and 4.480519 -.62338 transactional and 4.480519 transformational.transformational.


Transactional-0.62338

Transformational

4.480519481

-14 0 +14

+14

Predominantly Four I's Moderately Four I's High-Contrast

+14

0 Loosely Guided CoastingModerately Bureaucratic or

internally competitive0

-14

Garbage Can PedestrianPredominantly Bureaucratic

or internally competitive

-14

-14 0 +14


SFCC ODQ CultureSFCC ODQ Culture

CoastingCoasting May represent that SFCC is trying to May represent that SFCC is trying to

maintain its current positionmaintain its current position Organizations with this culture have Organizations with this culture have

the possibility of moderate amounts the possibility of moderate amounts of managerial and leadership of managerial and leadership activities but not as many as it might activities but not as many as it might if it utilized the resources and if it utilized the resources and opportunities it possesses. opportunities it possesses.


SFCC LNAS RatingSFCC LNAS Rating

1.1. Relationship Relationship buildingbuilding

2.2. CommunicationCommunication

3.3. Leadership Leadership preparationpreparation

4.4. Teaching and Teaching and learninglearning

5.5. Personnel issuesPersonnel issues

6.6. Budget and Budget and financefinance

7.7. Legal issues and Legal issues and collaborationscollaborations

8.8. TechnologyTechnology

Overall, the majority of respondents (94%) indicated that the college was in need of a leadership development plan


ConclusionsConclusions Neither a transformational or transactional Neither a transformational or transactional

leadership culture or “coasting.” leadership culture or “coasting.” Strives to be the best at what it does and Strives to be the best at what it does and

continuously searches for ways to continuously searches for ways to improve.improve.

Encourages and fosters forward thinkers Encourages and fosters forward thinkers and allows for individual initiative.and allows for individual initiative.

Rules and procedures do not limit Rules and procedures do not limit discretionary behavior and that the discretionary behavior and that the organization is receptive to change.organization is receptive to change.

People go out of their way for the good of People go out of their way for the good of the team, department and/or organization.the team, department and/or organization.


Conclusions (cont.)Conclusions (cont.)

Mistakes are treated as learning Mistakes are treated as learning opportunities and do not harm your opportunities and do not harm your career.career.

Several levels of authorization are Several levels of authorization are required before action can be taken.required before action can be taken.

Not always help when unsure about Not always help when unsure about what to do.what to do.

SFCC needs to develop a leadership SFCC needs to develop a leadership development plan.development plan.


Conclusions (cont.)Conclusions (cont.)

Relationship Relationship buildingbuilding

CommunicationCommunication Leadership Leadership

preparationpreparation Teaching and Teaching and

learninglearning

Personnel issuesPersonnel issues Budget and Budget and

financefinance Legal issues and Legal issues and

collaborationscollaborations TechnologyTechnology


RecommendationsRecommendations

Engage leaders in appropriate Engage leaders in appropriate transformational managerial and transformational managerial and leadership activities.leadership activities.

Continue promoting and Continue promoting and maintaining high standards for maintaining high standards for personal and organizational personal and organizational integrity, honesty, and respect for integrity, honesty, and respect for people.people.


Recommendations (cont.)Recommendations (cont.) Build upon regular performance feedback Build upon regular performance feedback

with reflection, goal-setting, and with reflection, goal-setting, and evaluation.evaluation.

Continue offering existing and develop Continue offering existing and develop new opportunities to allow others to new opportunities to allow others to share ideas, actively listen, comprehend, share ideas, actively listen, comprehend, analyze, engage, and act on new ideas.analyze, engage, and act on new ideas.

Provide professional development in: Provide professional development in: relationship building, communication, relationship building, communication, leadership preparation, and teaching and leadership preparation, and teaching and learning, personnel issues, budget and learning, personnel issues, budget and finance, legal issues and collaborations, finance, legal issues and collaborations, and technology.and technology.


Personal Leadership Personal Leadership Development:Development:

Invest in their development by conducting Invest in their development by conducting an assessment to determine where the an assessment to determine where the leadership skills fall and then develop a leadership skills fall and then develop a plan that will enhance or build leadership plan that will enhance or build leadership skills worth developing, such as a skills worth developing, such as a StrengthQuest®, MLQ®, PDP ProScan®. StrengthQuest®, MLQ®, PDP ProScan®.

Provide support to develop skills through Provide support to develop skills through leadership academies or training leadership academies or training sessions, mentoring, on the job sessions, mentoring, on the job experience, or formal education experience, or formal education opportunities.opportunities.


Organization Leadership Dimension Organization Leadership Dimension Model: (my version)Model: (my version)

Building Teams: The leader operates as a Building Teams: The leader operates as a team player, establishes trust, and team player, establishes trust, and communicates persuasively with shared communicates persuasively with shared objectives. Tap the potential of individuals objectives. Tap the potential of individuals and encourage change agents.and encourage change agents.

Taking Action: The leader accomplishes Taking Action: The leader accomplishes results, acts effectively in ambiguous results, acts effectively in ambiguous situations, clarifies vision to give direction, situations, clarifies vision to give direction, demonstrates breadth of vision, motivates demonstrates breadth of vision, motivates others to take action, coordinates action, others to take action, coordinates action, and takes risks.and takes risks.


Leadership Dimension Model Leadership Dimension Model (cont.)(cont.)

Values Customers/stakeholders: The leader Values Customers/stakeholders: The leader emphasizes profitability or efficiencies, emphasizes profitability or efficiencies, understands interrelationships, shares in a understands interrelationships, shares in a common understanding of the vision, and common understanding of the vision, and demonstrates customer/stakeholders demonstrates customer/stakeholders perspectives.perspectives.

Drives Change: The leader is achievement Drives Change: The leader is achievement oriented, embraces technological impact, oriented, embraces technological impact, develops a case for change, and is develops a case for change, and is innovative.innovative.

Develops Others: The leader achieves Develops Others: The leader achieves results through others, attracts and results through others, attracts and develops talent, and supports taking risks.develops talent, and supports taking risks.


Change the CultureChange the Culture

Understand and respect the past, Understand and respect the past, returning to it for inspiration.returning to it for inspiration.

Make promotions to ensure that older Make promotions to ensure that older values survive despite changes.values survive despite changes.

Provide reinforcement for innovative Provide reinforcement for innovative efforts that are attempted and successful.efforts that are attempted and successful.

Share mutual interests and a sense of Share mutual interests and a sense of shared fates and interdependences to give shared fates and interdependences to give employees the sense of purpose and the employees the sense of purpose and the feeling of family.feeling of family.


Culture Change (cont.)Culture Change (cont.) Support the inclusion of assumptions, Support the inclusion of assumptions,

norms, and values in alignment with norms, and values in alignment with individuals pursuing their goals and individuals pursuing their goals and rewards.rewards.

Act as mentors, coaches and role models to Act as mentors, coaches and role models to followers.followers.

Encourage innovation and open discussion Encourage innovation and open discussion of issues and ideas from all levels of the of issues and ideas from all levels of the organization.organization.

Go beyond self-interests and work towards Go beyond self-interests and work towards accomplishing the organizational goals accomplishing the organizational goals

(Parry, 2003).(Parry, 2003).


ImplementationImplementation

Within the spirit of an implementation Within the spirit of an implementation strategy:strategy:

1)1) SFCC should support the concept SFCC should support the concept of upward mobility of employees. of upward mobility of employees.

2)2) SFCC should support the concept SFCC should support the concept that emerging leaders are a valued that emerging leaders are a valued asset. asset.

3)3) SFCC should support and ensure SFCC should support and ensure that good leadership will continue. that good leadership will continue.


SFCC Leadership AcademySFCC Leadership Academy Needs AssessmentNeeds Assessment Leadership Skill Attainment GoalLeadership Skill Attainment Goal

Team Building & Getting AcquaintedTeam Building & Getting Acquainted Personal Profile System (DISC)Personal Profile System (DISC) Work Behavioral StylesWork Behavioral Styles Accountability, Performance Expectations and Accountability, Performance Expectations and

AppraisalsAppraisals HR Legal IssuesHR Legal Issues Role & Function of a SupervisorRole & Function of a Supervisor Decision Making, Problem SolvingDecision Making, Problem Solving Effective Communications/Generational IssuesEffective Communications/Generational Issues


What are you doing?What are you doing?





Documents

The Leadership Gap Amongst Community Colleges Chair Academy International Conferences for Leaders in Post-Secondary Education March 8, 2007 Deborah DeGan-Dixon,