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Author: Lori L. Hunke Publisher: ISBN: Category : Languages : en Pages : 0
Book Description
Although campus crises have been an ever-present aspect of college life, they have been increasing in number and intensity. While disasters prompted many colleges to prepare crisis plans, the COVID-19 pandemic presented unique challenges. Effective and timely crisis leadership can affect the crisis outcome. By understanding the leadership styles and behaviors used in a crisis, it can inform best practices for handling future campus crises. The purpose of this qualitative case study is to explore how the COVID 19 pandemic affected leadership styles and behaviors of Midwestern community college presidents. The study is primarily driven by one question, what are Midwestern community college presidents' perceptions of how their leadership and decisions had changed in response to the COVID-19 global pandemic. Study data were collected through semi-structured interviews and artifacts. The interviews were analyzed using thematic coding looking for common patterns and themes. The data were examined using a theoretical framework of interpretivism and symbolic interactionism. The conceptual framework incorporated crisis leadership styles, effective leadership competencies, and crisis leadership competencies within the context of community college governance and the COVID-19 crisis. The conceptual framework was to further understand how community college president's leadership style and behaviors had changed in response to the COVID-19 pandemic. Community college presidents navigated the COVID-19 pandemic. Based on the study results, there are five recommendations for practice. The five recommendations are: prioritize safety of faculty, staff, students and the community; develop broad-based crisis management programs, encourage leaders to include mental health services in crisis planning, leverage crisis communications, and understand the criticality of connections.
Author: Lori L. Hunke Publisher: ISBN: Category : Languages : en Pages : 0
Book Description
Although campus crises have been an ever-present aspect of college life, they have been increasing in number and intensity. While disasters prompted many colleges to prepare crisis plans, the COVID-19 pandemic presented unique challenges. Effective and timely crisis leadership can affect the crisis outcome. By understanding the leadership styles and behaviors used in a crisis, it can inform best practices for handling future campus crises. The purpose of this qualitative case study is to explore how the COVID 19 pandemic affected leadership styles and behaviors of Midwestern community college presidents. The study is primarily driven by one question, what are Midwestern community college presidents' perceptions of how their leadership and decisions had changed in response to the COVID-19 global pandemic. Study data were collected through semi-structured interviews and artifacts. The interviews were analyzed using thematic coding looking for common patterns and themes. The data were examined using a theoretical framework of interpretivism and symbolic interactionism. The conceptual framework incorporated crisis leadership styles, effective leadership competencies, and crisis leadership competencies within the context of community college governance and the COVID-19 crisis. The conceptual framework was to further understand how community college president's leadership style and behaviors had changed in response to the COVID-19 pandemic. Community college presidents navigated the COVID-19 pandemic. Based on the study results, there are five recommendations for practice. The five recommendations are: prioritize safety of faculty, staff, students and the community; develop broad-based crisis management programs, encourage leaders to include mental health services in crisis planning, leverage crisis communications, and understand the criticality of connections.
Author: Anna Ingram Publisher: ISBN: Category : COVID-19 Pandemic, 2020- Languages : en Pages : 0
Book Description
"Community colleges in Texas have experienced a decrease in enrollment in recent years. The pandemic exacerbated the problem, as evidenced by the further drop in enrollment in almost all community colleges in Texas. Odessa College, however, gained enrollment during the pandemic. The current qualitative case study examines the phenomenon of leadership decisions impacting Odessa College from an interpretivist approach. Theories in crisis and situational leadership provide a lens for exploring the phenomenon of leadership decisions and potential impact on a community college, particularly in times of crisis." ---from Abstract.
Author: Carlee K. Ranalli Publisher: ISBN: Category : COVID-19 Pandemic, 2020- Languages : en Pages : 0
Book Description
The purpose of this study was to investigate the experiences of community college presidents in Maryland during the COVID-19 pandemic and the factors influencing their responses. This research was conducted using a qualitative phenomenological methodology and research design. The researcher conducted semi-structured interviews with twelve community college presidents for the study. Crisis decision theory and multiple ethical paradigms were used as foundational theoretical frameworks. After analyzing the interview transcripts, five themes emerged based on key statements made by the participants: (a) impact on community and engagement, (b) influence of financial pressures, (c) promoting effective communication, (d) fostering a collaborative environment, and (e) attention to mental and emotional well-being. The findings provide insight into recommendations for higher education leaders to guide institutions in future crisis events. This study contributes to research related to crisis decision-making and ethical leadership while also providing tangible recommendations for community college leaders seeking to place their institutions in a position for success during a crisis.
Author: Deborah L. Floyd Publisher: Routledge ISBN: 1000630935 Category : Social Science Languages : en Pages : 202
Book Description
In 2021, community college practitioners, scholars, researchers, and leaders documented the challenge of what worked, what did not work, and lessons learned during the era of the COVID-19 pandemic. This book summarizes the works of 39 authors who collectively wrote 14 peer reviewed papers in areas of leadership, curriculum, funding, social and racial tension, technology and digital access, self, family and community, and health and safety. Readers are challenged to embrace this era with innovative zeal and to continue to document community colleges’ evolutionary changes during this pandemic era. The book will be useful to higher education practitioners, scholars, and leaders, as well as individuals in organizations who are interested in how community colleges responded to challenges of change during the COVID-19 pandemic. The chapters in this book were originally published as a special issue of the Community College Journal of Research and Practice.
Author: David Jeffery Fox Publisher: ISBN: Category : Community college presidents Languages : en Pages : 508
Book Description
This multiple case study examined five community college presidents' perceptions of the demands and competencies of community college presidential leadership. The participants were chosen using a purposeful selection method. Ages ranged from 46 to 63 years old (mean = 56 years, SD = 6.15 years). The tenure at their current college ranged from less than one year to over twenty-four years. The interview data was processed into an elite portrait of each president, and from those portraits, conclusions were drawn about the demands and competencies of the community college presidency.
Author: Amanda E. Sbriscia Publisher: ISBN: Category : COVID-19 Pandemic, 2020- Languages : en Pages : 0
Book Description
The COVID-19 pandemic presented new challenges for community college presidents as they balanced delivering on a complex mission with keeping their communities safe. With more than 40% of female community college presidents expected to retire between 2023 and 2027 and women representing one-third of current community college presidents, understanding how these institutional leaders navigated this period of time is critical for the preparedness of the next wave of institutional leaders. This study explored the lived experiences of female community college presidents who led their institutions during the period of the COVID-19 pandemic. An interpretative phenomenological analysis was used for this qualitative inquiry, and the study was guided by Bolman and Deal’s (2013) mental mapping as a theoretical framework. Semi-structured interviews were conducted with 17 female community college presidents, representing 11 states in rural, urban, and suburban regions across the United States. Three overarching questions guided the study: 1) How do female community college presidents describe their experiences in the role amid the COVID-19 pandemic? 2) What leadership and personal characteristics defined this time for each president? 3) What shifts in leadership expectations and approach have these community college presidents experienced as a result of the COVID-19 pandemic? Findings were categorized into five distinct themes: managing uncertainty; shifts in communication; emotional objectivity; vulnerability, honesty, and trust; leadership style changes. Findings contribute to an understanding of how the role of community college president has evolved in recent years and will provide female leaders aspiring to the role with a greater understanding of the skills and competencies required post-pandemic.
Author: Publisher: ISBN: Category : Languages : en Pages :
Book Description
This research investigated the relationship between certain institutional characteristics and perceptions of North Carolina community college presidents about the importance of leadership roles, values and emotions, and skills. Those characteristics were the size of the institution, the growth rate of the institution, and the geographic setting of the institution. The perceptions of three groups of presidents were studied. One group consisted of the presidents of large community colleges and the presidents of small community colleges. The second group consisted of the presidents of high enrollment growth colleges and the presidents of low enrollment growth colleges. The final group was comprised of presidents of urban community colleges and rural community colleges. Fifty-one of the 58 presidents participated in the study, a participation rate of 87.93 percent. The participants completed the Leadership Competencies Assessment Instrument, responding to 30 specific leadership competencies by estimating the degree of energy they expended in addressing each competency, and by estimating their effectiveness in addressing that competency. The means of responses from the first set of presidents in each group was compared to the means of responses from the second set of presidents in each group using the t-test for the difference between means. It was hypothesized that, for each of the three groups, there were no differences in perceptions about the importance of leadership roles, leadership values and emotions, or leadership skills. The results of the tests indicated that there were no differences in perceptions in any of three groups about which leadership roles, values and emotions, and skills were most important. It was recommended that future research address expanding the study population to include other community college systems; conducting future studies using different methodologies in order to increase validity; and additional study of individual leadership compe.
Author: Lori L. Hunke
Author: Lori L. Hunke
Author: Anna Ingram
Author: Paula Pando Adelhoch
Author: Carlee K. Ranalli
Author: Deborah L. Floyd
Author: Peggy F. J. Bradford
Author: David Jeffery Fox
Author: Amanda E. Sbriscia
Author: Clarence Edward Ates
Author: