In 2005, according to the American Association of Community College (AACC) and the National Institute of Leadership Development, women signify 259 community college presidents nationally. Hockaday and Puyear (2000), Weisman and Vaughan (2002) reported in 2002 that more women held presidencies at community colleges when compared to other types of higher education institutions. Statistically, the number of women holding the position of president more than doubled, yet, women continue to remain disproportionately under-represented in administrative and policy-making positions, according to Corrigan (2002). The purpose of this study was to identify the leadership styles, career path, effectiveness, and length of time from completion of terminal degree to presidency that identified the road to become a female community college president. The Gregorc Style Delineator™ (Gregorc, 1982) was used to determine the styles of women community college presidents relating to leadership. The constructs, known as styles were displayed as Concrete Random, Concrete Sequential, Abstract Sequential, and Abstract Random. Descriptive statistics were used to address the preferred leadership styles. Contingency tables described the value obtained from the Gregorc Style Delineator™ (Gregorc, 1982), path of promotion, and length of time. The Participant Information Sheet collected information on institutional demographics, significant events that influenced the participant to become a community college president, and their effectiveness. Five research questions guided this study and were interpreted using various research methods. Results from this study reflect that Concrete Random is the preferred leadership style of the participants. Furthermore, this research suggests that women community college presidents are multitaskers, visionaries, and motivators who inspire those working with them to achieve all goals set for the institution. These attributes and skills are displayed in Concrete Random and Concrete Sequential styles. Moreover, it was identified that a successful president should develop the skills and competencies necessary to meet the growing needs of the community, culture, educational, and political climate. The results of the study may serve as a guide to a community college engaged in a search for a president. In addition, these findings may provide direction for institutions that strive to offer leadership development opportunities for professors and administrators. / Ph. D.

Moral development as a cognitive process was first presented by Piaget, and then by Kohlberg, who brought together the philosophical and psychological views of morality into a theory of justice reasoning. Some twenty years later, Gilligan, by including women's thinking in theory building, identified two distinct moral orientations: care and justice. This research was intended to contribute to the evolution of theories of moral development. First, the phenomena of moral development was examined through a literature review, then semi-structured interviews were used to investigate moral reasoning of community college presidents. Data were analyzed using procedures suggested by Glaser and Strauss. whether two or more than two orientations to moral problem solving was used by research subjects was investigated by examination of real-life dilemmas of community college presidents. An analysis of findings considered gender of the respondent and the nature of the moral dilemma. The major findings indicate that when faced with a real-life moral dilemma, community college presidents know and use three overlapping orientations--Justice, Care, and Self--which form a pattern for moral decision making. The orientation patterns used in the moral reasoning process were found to vary somewhat by gender, but not by the nature of the dilemma, leading to the conclusion that future studies of moral reasoning and moral development should include a recognition of gender differences and multiple orientations in moral decision making. / Ed. D.

As the economy continues to struggle in its recovery from the recent recession, higher education institutions have been hard-hit, affecting stakeholders at all levels, including boards of trustees, students, faculty, and the surrounding communities. In the middle of the turmoil and period of change are the presidents, needing to answer to board members as well as other institutional stakeholders, while still maintaining a balance of organizational consistency and change. Nearly all organizational change literature incorporates interpersonal communication as an integral component in effective change efforts; therefore, the constantly changing higher education landscape necessitates presidents who are skilled in communicative leadership, of which interpersonal skills are a cornerstone. Although all presidents need these skill sets, this study examines only a newly appointed president and one of his change-initiative teams to capture the dynamic environment surrounding new administration. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2017. / FAU Electronic Theses and Dissertations Collection

This study explored the preparation methods, qualifications and criteria that both university and athletic directors deemed necessary when searching for athletic directors. Participants completed a survey via Qualtrics online software. Two different populations were sampled for this study: 651 university presidents and 651 athletic directors whose schools compete in either Division I or II in the NCAA, resulting in 96 and 150 usable responses respectively. Participants in both groups were primarily white males with mean ages of 62 for presidents and 52 for the athletic directors. The study provided demographic information, educational history, professional experience, and prior careers of athletic directors. The rankings of the athletic were compared to the rankings of the presidents and identified consistencies of opinions. The respondent groups were in agreement on the qualities and ranking of many dimensions of leadership in this role. The top seven, for both groups, in order, were ethics, budgeting and finances skills, fundraising, communications, sport leadership, strategic management and policy, and athletic administration. This information could be used as a guide for people who want to strategically maneuver up the ranks in athletics administration. Presidents might use the information as they prepare to hire candidates for the athletic director position.

The purpose of this research study was to enhance understanding of successful conflict management by community college Presidents through highlighting and describing conflict experiences with the faculty union or the board of trustees in a community college context. The following questions guided the research: (a) How do community college Presidents describe the experience of conflict management in the community college context? (b) How does conflict management competence manifest itself in conflict situations? and (c) How do community college Presidents develop the competencies to manage conflict? The research design included an interpretive social science philosophical approach and phenomenological method. Seven community college Presidents representing a variety of geographical areas participated in two different semi–structured interviews. Three pervasive themes describing the experience of successful conflict management emerged from the data in response to research question one. These themes were (a) diversity, (b) inevitability, and (c) perplexing. In response to research question number two, three pervasive themes emerged from the data which were (a) avoid personalizing the conflict, (b) stay focused on college mission and students, and (c) inform and engage the board of trustees. Enhance content knowledge was the one pervasive theme that emerged for research question number three. Findings from this study highlight key themes to assist current and aspiring Presidents that seek to gain understanding of successful conflict management in the community college context. / Graduation date: 2012

Thesis (Ph. D.)--Georgia State University, 2008. / Title from file title page. Philo Hutcheson, committee chair; Richard Lakes, Marybeth Gasman, Joyce King, committee members. Description based on contents viewed Nov. 13, 2009. Includes bibliographical references (p. 159-165).

This study described the career paths of presidents of institutions of higher education which constitute the Coalition for Christian Colleges and Universities (CCCU). This study identified the demographic characteristics of the CCCU presidents and compared the career paths of the CCCU presidents with a corresponding national profile of American college presidents.

No description available.

This study describes perceptions of the president's role in organizational change in each of ten colleges in two metropolitan community college districts. The purposes included (1) tracing major administrative reorganizations from the fall of 1975 to the spring of 1985, (2) ascertaining perceptions of the reasons for those reorganizations, and (3) obtaining perceptions of the role of the president in those reorganizations.

Doctor of Philosophy / Department of Educational Leadership / Charles R. Oaklief / This ex post facto research was conducted using parametric and non-parametric analysis to determine if the mass retirement of community college presidents between 2001 and 2007 had precipitated a diminution in educational qualifications, a reduction in pre-presidential community college experience, or a change in presidential career paths of first time community college presidents by era (before and after 2001). Seven hundred eighty-five currently serving presidents of comprehensive community colleges were surveyed. The overall return rate of the survey was 53.25%: the useable return rate was 49.30%. Parametric (independent samples t-test) and non-parametric (Mann-Whitney and chi square) tests were used to determine if there were significant differences in educational qualifications, pre-presidential community college experience, and presidential career paths of first time community college presidents by era (before and after 2001). The study found: - A diminution of the educational qualifications after 2001 with fewer presidents holding doctorates at the time of their first presidential appointments compared to presidents appointed before 2001; - A significant increase in pre-presidential community college experience of presidents appointed after 2001 at the time of their first presidential appointments compared to presidents appointed before 2001; - A significant difference in presidential career paths by era. Specifically, presidents appointed after 2001 were significantly less likely to have entered the community college system from K12 or from non-educational management positions. Presidents appointed after 2001 were also significantly less likely to have served as a community college Chief Academic Officer and significantly more likely to have served as a community college Primary Academic Officer, Chief Students Affairs Officer, or Vice President.