Author: Carol L. MoorePublisher:
ISBN:
Category : Community colleges
Languages : en
Pages : 418
Book Description
Faculty Perceptions of Leadership and Culture in the Public Community Colleges in Kansas
Author: Carol L. MoorePublisher:
ISBN:
Category : Community colleges
Languages : en
Pages : 418
Book Description
Faculty Perceptions of Organizational Culture in Community Colleges
Author: Helene Ikumi SokugawaPublisher:
ISBN:
Category : Community colleges
Languages : en
Pages : 362
Book Description
Diverse Perspectives
Author: Annette LetcherCommunity College Review
Author: Texas Community College Faculty Attitudes and Perceptions about Professional Development
Author: Sharon Kay Geistman HyakPublisher:
ISBN:
Category :
Languages : en
Pages :
Book Description
As community colleges focus on increasing accountability, a growing number of community colleges have implemented professional development programs. Studies have demonstrated the effectiveness of faculty professional development, yet faculty participation and attitude toward training may impede improvement efforts. Therefore, the purpose of this quantitative study was to increase understanding of Texas community college faculty attitudes and perceptions about faculty (teacher training) professional development. This quantitative study identified faculty characteristics, such as teaching experience, level of teacher training received, and academic degree earned; as well as environmental factors including college culture, administrative support, colleague influence, funding, time availability, self-efficacy and faculty perceptions toward development activities. A Likert-style online survey was developed and administered at 14 Texas community campuses, where 997 faculty members participated. The faculty list included campus members that taught at least one course in a typical semester, including teaching administrators, deans, part-time faculty, and full-time faculty. The Likert items mostly consisted of five points based on the scales from "Strongly Disagree" to "Strongly Agree," or from "Never" to "Very Frequently." Other questions established participation in faculty development activities and demographic information such as teaching load, prior teacher training, academic degree earned, teaching discipline, teaching experience, and position at the college. Survey data were analyzed using Excel and SPSS statistical software. One-way Analysis of Variance (ANOVA) and multiple regressions was performed to determine the relationship among survey variables. A priori level of significance for all statistical analyses was set at an alpha level of 0.05. Participants included 997 Texas community college faculty members at 14 campuses. Results indicated that (a) differences exist in the ways these various faculty groups experience and value training opportunities; (b) campus culture, administrative support, and funding, are statistically significant predictors of faculty member participation, attitudes, and perceptions; (c) faculty members' self-efficacy is significant in predicting attitudes about professional development; and (d) faculty beliefs in their teaching capacity influence their motivation and behavior in the classroom. The researcher recommends that leadership (a) legitimize professional development by promoting, supporting, and participating in strategically aligned programs; (b) evolve training strategies to incorporate diverse objectives, learning strategies, and shared culture for all generations and experience levels; (c) present training using best practices, reflection, and a comprehensive approach; and (d) model high-achieving systems of education. Several recommendations for future research include (a) continually and consistently collect and analyze data regarding faculty attitudes and faculty experiences; (b) evaluate how faculty development training affects student learning; (c) expand research to systems of education that reflect high-achieving models and alignment with the desired culture and strategic directions.
Community College President's Perceptions of Leadership During the COVID-19 Pandemic
Author: Lori L. HunkePublisher:
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.
Consideration, Initiating Structure, and Faculty Perceptions of the Performance of Selected University and College Department Chairpersons/heads
Author: William Hal KnightPublisher:
ISBN:
Category : College department heads
Languages : en
Pages : 516
Book Description
The Impact of Age on Faculty Perceptions of Academic Leadership in Community Colleges
Author: Julie White GoodingCommunity College Adjunct Faculty Perceptions of Departmental Cultures
Author: Colin Evan WilliamsPublisher:
ISBN:
Category :
Languages : en
Pages : 164
Book Description
Years of hiring practices have resulted in adjunct professors comprising the majority of college faculty (Gappa, Austin, & Trice, 2007; Schuster & Finkelstein, 2006). Today, adjunct faculty provide almost half of all instruction at the California community colleges (Student Success Initiative, 2018). It is essential to increase adjunct faculty participation in student success activities, such as Student Learning Outcomes (SLO) assessment. A large number of courses may not be taught as effectively if adjunct faculty do not assess SLOs (Danley-Scott & Topsett-Makin, 2013). This study sought to identify how adjunct faculty perceive their department cultures across the state. It also strived to understand what, if any, influence departmental cultures have on adjunct faculty contributing to SLO assessment. This mixed methods sequential explanatory study yielded findings emerged that indicate adjunct faculty at iii both sites primarily experience inclusive and learning cultures. Specific areas for improvement include communication, collaboration, and input in the design of curriculum and learning goals. Emergent findings included the role of the department chair as the progenitor and maintainer of a department's culture. Adjunct faculty were found to be driven primarily by a sense of service to students and refining the curriculum to serve transfer and career goals. Lack of communication and collaboration were found to have adverse effects on these intrinsic motivations. Departments and institutions seeking to transform cultures of compliance around student learning outcomes assessment into cultures of inquiry may do well to begin with communication, collaboration, and other low cost change strategies in order to cultivate inclusive and learning cultures that increase adjunct faculty participation in SLO assessment.
Leadership and Organizational Outcomes
Author: Engin KaradağPublisher: Springer
ISBN: 3319149083
Category : Business & Economics
Languages : en
Pages : 275
Book Description
This book focuses on the effect of leadership on organizational outcomes and summarizes the current research findings in the field. It addresses the need for inclusive and interpretive studies in the field in order to interpret leadership literature and suggest new pathways for further studies. Appropriately, a meta-analysis approach is used by the contributors to show the big picture to the researchers by analyzing and combining the findings from different independent studies. In particular, the editors compile various studies examining the relationship between the leadership and thirteen organizational outcomes separately. The philosophy behind this book is to direct future research and practices rather than addressing the limits of current studies.