Innovations Library

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Coping With Section 89
Glen Gabert February 1989
Volume: 2 Issue: 3
Count all 415
Section 89 of the Tax Reform Act of 1986 (P.L. 99-514) may significantly alter how many community colleges do business. Not only does the law affect the way colleges pay and provide benefits to their employees, it indirectly affects their employment of part-time staff. Since many community colleges rely on large numbers of adjunct faculty, the act affects education in ways not envisioned by Congress. Community college presidents need a general understanding of the law, its implications for their organizations, and the alternatives available for compliance.
Tags: Leadership and Organization, Innovations
Symbolism and Presidential Leadership
William G. Tierney January 1989
Volume: 2 Issue: 2
Count all 416
College presidents are regularly reminded of the importance of the symbolic roles that they fill as the heads of their organizations. However, the symbolic dimensions of leadership are complex, and little practical advice has been offered to assist college presidents to use and manage symbols effectively as leaders. This abstract attempts to shed light on the nature of symbols and their relationship to leadership and to analyze the perceptions of college presidents regarding their own use of symbols in performing their leadership tasks.
Tags: Leadership and Organization, Innovations
Shared Vision and Staff Selection
John E. Roueche January 1989
Volume: 2 Issue: 1
Count all 416
Last spring I was addressing a community college conference on the need for community colleges to provide both more structure and support for students enrolling in an open-entry institution. I was also emphasizing that community college students require more direction and assistance than any other group of learners in the history of higher education.
Tags: Leadership and Organization, Innovations
No Choice But To Be Involved
Michael E. Crawford December 1988
Volume: 2 Issue: 21
Count all 420
One risks being considered a bore by asserting the obvious: the challenges facing the nation, its cities, and its educational institutions are unprecedented. These have been chronicled by distinguished commentators in this and other publications. Less often asserted is the fundamental responsibility that community college leaders have to be involved in meeting these challenges.
Tags: Leadership and Organization, Innovations
Beware of Charisma
Daniel J. Boorstin December 1988
Volume: 1 Issue: 21
Count all 415
The unanimous complaint about our presidential candidates is that they lack "charisma." People somehow yearn for another touch of the "Kennedy magic." They forget how short-lived it was and how much it now owes to the afterglow of martyrdom. They also forget that a historic achievement of our constitutional democracy was to free us from the bonds and follies of charisma. For millenniums, European peoples were victims of the divine right of kings.
Tags: Leadership and Organization, Innovations
A President is a President is a President
Barbara Kellerman November 1988
Volume: 1 Issue: 20
Count all 418
The literature on political leadership in Western thought from Plato to Freud has much to offer the study of leadership in higher education. Although higher education has more often drawn its models of leadership from studies of corporations and bureaucracies, insights drawn from political science into the nature and difficulty of exercising leadership in the American political culture are as pertinent to presidents of colleges and universities as to the president of the United States.
Tags: Leadership and Organization, Innovations
Institutional Learning and Effectiveness
Paul E. Kreider November 1988
Volume: 1 Issue: 19
Count all 419
Community colleges have increasingly been called upon by various constituencies to demonstrate that they are effective in performing the distinct and numerous missions that they or others have set for them. Thus, the term "institutional effectiveness" has been popularized, and the term has become an umbrella encompassing a host of related concepts, including accountability, student outcomes, assessment, and various measures of organizational efficiency and vitality.
Tags: Leadership and Organization, Innovations
A Proper Ecology for Board-CEO Relationships
Raymond F. Bacchetti October 1988
Volume: 1 Issue: 18
Count all 419
In the main, relationships between boards and CEOs unfold. In a good relationship, the parties learn from and learn about each other. They get to know each other's strengths and blind spots and to appreciate that effective people are to be understood in terms of who they are becoming, as well as in terms of who they are. When boards take the responsibility for helping CEOs develop professionally, and when CEOs set goals for helping board members exercise responsibility well, the college very likely will benefit from this mutual investment in each other's success.
Tags: Leadership and Organization, Innovations
Collaborative Decision-Making
John S. Keyser October 1988
Volume: 1 Issue: 17
Count all 416
An ideal held for the leadership of community colleges is the institution in which all major constituents are unified in pursuit of excellence toward goals defined by a consensus building process. For community colleges, these constituents include trustees, administrators, faculty, students, staff, and even members of the local community. Such a model challenges community college presidents to find ways to increase the stake that constituents hold in the institution, often by expanding access to important decision-making processes.
Tags: Leadership and Organization, Innovations
The Impossible Job of the College President
Robert Birnbaum September 1988
Volume: 1 Issue: 16
Count all 417
Every decade, about 5,000 persons serve as college or university presidents. Over a term of office averaging less than seven years, the president is expected to serve simultaneously as the chief administrator of a large, complex bureaucracy, as the convening colleague of a professional community, as a symbolic elder in a campus culture of shared values and symbols, and often as a public official accountable to a public board and responsive to the demands of other governmental agencies.
Tags: Leadership and Organization, Innovations
An Eclectic Approach to Serving the New Majority
Robert D. Jensen September 1988
Volume: 1 Issue: 15
Count all 416
By the year 2000, California's inhabitants will number more than 30 million, securing its hold as the most populous state in the nation. California is also about to become the first "minority majority" state, in which the combined Hispanic, black, and Asian minorities become a majority of the population. These demographics present a challenge to the state's community college system to adapt to meet more effectively the needs of increasingly diverse students from varying backgrounds many of whom lack the basic skills necessary to succeed in college-level coursework.
Tags: Leadership and Organization, Innovations
Staffing: A Key Leadership Task
Ruth G. Shaw August 1988
Volume: 1 Issue: 14
Count all 415
Virtually every leader would agree that staffing choices are among the most important decisions a leader makes. Particularly when senior staff are to be selected, the course of the college is likely to be affected. Confronted recently with replacing the Vice President for Education at Central Piedmont Community College, I spent some time considering the selection process as a leadership task.
Tags: Leadership and Organization, Innovations
The Research Function of Community Colleges
George R. Boggs August 1988
Volume: 1 Issue: 13
Count all 418
In the major public and private universities in this country, pure and applied research are recognized, along with teaching, as primary missions. Many of these institutions are ranked among the very best in the world for the creation of new knowledge and for solving some of our most pressing human problems. Community colleges, on the other hand, are not often thought of as research institutions.
Tags: Leadership and Organization, Innovations
Building Communities: A Vision for a New Century
A Report of the Commission on the Future of Community Colleges July 1988
Volume: 1 Issue: 12
Count all 417
Student and Faculty Recommendations Community colleges should vigorously reaffirm equality of opportunity as an essential goal.Community colleges should develop aggressive outreach plans for disadvantaged students, including early identification programs for junior high school students, and displaced workers, single parents, and veterans of military service.Every college should develop a comprehensive first-year retention program for all full-time, part-time, and evening students, including orientation, advising, an "early warni
Tags: Leadership and Organization, Innovations
An Overarching Purpose for Institutional Governance
Thomas W. Fryer, Jr. June 1988
Volume: 1 Issue: 11
Count all 417
Institutional governance is often narrowly conceived as comprising merely the channels through which authority is transmitted to control and direct an organization and the people in it. The principal question asked in this formulation is "Who's in charge here?" This approach almost always tends to confuse governance with accountability, and while these are related matters, they are, in fact, quite different.
Tags: Leadership and Organization, Innovations

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