The contributions of community colleges to society are well-documented. Yet, today’s community colleges are at a cross road. Decreases in funding support, a push for college completion, attention on developmental course work, and a host of other demands create a dynamic context for community college operations. Who leads these colleges matters as they face these demands and how they lead influences outcomes. Pending leadership retirements provide a prime opportunity for thinking about community college leadership in new ways. Entering this environment are prospective and aspiring leaders who are often not adequately prepared for the complexities of managing in a paradoxical organization. The era of accountability puts a fine point on the need for leaders to pay heed to the policy making process and to requirements dictated by state legislative bodies and accreditation bodies. Foundations and grant funders serve as instigators for changes in community colleges, as well and also support research into ways to link employer needs to college curricular changes. This book argues that neo-leaders are required to lead transformational change for today and tomorrow’s community colleges. No longer can we rely on single leaders atop a hierarchy. Talent throughout the institution must be tapped. The authors argue that networked leadership is needed. For networked leadership, we begin to advance thinking about the role of networks and connections among leaders throughout the college and beyond the college’s walls. This volume outlines underlying values critical for neo-leaders and offers questions leaders at various levels can use to jumpstart the type of courageous conversations needed on campus. The tools presented in this book provide current and aspiring leaders with resources to prepare for successfully leading the way and developing new leaders to shape the future. Our community colleges and their students require nothing less.
This volume highlights existing issues in online courses and programs and provides strategies for addressing them as the demand for online education continues to grow. Organizational changes caused by greater reliance on technology for teaching and learning are still not fully understood, and many colleges continue to react to change rather than positioning themselves to take advantage of it. As a challenge to that, contributors to this volume use personal narratives and research to discuss how online education continues to lead to organizational, professional, and personal change. Community colleges are at the forefront of the tremendous growth in online programs. Two-year colleges now serve more than half of all online students, and they are poised for continued growth as more adults seek education and retraining. Despite the acceptance, and even expectation, of online services and programs in education, colleges must address existing issues before expanding these. This volume is an indispensable resource in that process. This is the 150th volume of the Jossey-Bass higher education quarterly report series New Directions for Community Colleges. Essential to the professional libraries of presidents, vice presidents, deans, and other leaders in today's open-door institutions, New Directions for Community Colleges provides expert guidance in meeting the challenges of their distinctive and expanding educational mission.
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