Current research shows that students with a growth mindset are more motivated to learn, want to work harder, are less discouraged by difficulty, use more effective strategies for learning, and have higher academic performance in comparison to students without this mindset. Despite these promising findings, a growth mindset is sometimes not reinforced or is even refuted by classroom conditions. The purpose of this intrinsic case study was to explore how community college educators create classroom environments that foster a growth mindset. The conceptual framework for this study was a social constructivist approach where the interviewer and the participants co-constructed the interpretation of how to influence a growth mindset in the community college classroom. Data were collected through 14 in-depth interviews with community college educators who completed a workshop on influencing a growth mindset. Data were analyzed through categorizing, coding, and identifying themes that answered the research question. The findings of this study indicated that the mindset of the student and the teacher play an important role in academic success at the community college and that faculty desire training in tools and strategies to create classroom environments that foster a growth mindset. Recommendations include an in-depth, experiential professional development program based on research where community college educators from a variety of disciplines can collaborate to gain new knowledge and skills. Training community college educators using the most effective ways of fostering a growth mindset to increase students' motivation, effort, and persistence will lead to greater academic success and degree completion.

Between 2011 and 2016, 84% of senior leaders in community colleges indicated retirement intentions and thereby exposed a need to provide better mentorship, training, and early selection of potential replacements for college executives. The purpose of this study was to determine the nature and extent of the relationships between the independent variables (mentorship, leadership training, and time in the position as dean) and the dependent variable (demonstrated leadership of academic deans in community colleges). A popular approach that describes this dynamic is Graen and Uhl-Bien's leader–member exchange theory, which was operationalized by the LMX–7 instrument. A causal–comparative design was used to assess the effects of deans' time in the position, previous mentorship, and leadership training on their LMX scores. I sent the LMX–7 to academic deans and faculty members at 1,641 of the 1,655 community colleges in the United States. Responses were received from 45 academic deans and 508 faculty members. A linear regression showed no significant correlations between the deans' leadership training, mentorship, or time in the position as academic dean and the LMX–7 score reported by their faculty. On the other hand, the findings showed that LMX scores generally were lower than was expected and suggested that gender equality may be an issue during the selection process for deans. These findings may lead to a better understanding of leadership at the community college level, the potential for beneficial research into gender inequality during dean selection, and a deeper understanding of the effect that previous leadership training, mentorship, and time as a dean have on the dean's relationship with faculty.

Research on organizational change theory confirms the importance of leaders' ability to establish a sense of urgency, create institutional support for change, develop a vision, communicate the vision, empower others toward action, generate results, and ultimately create change in the organizational culture. Organizational change in nested systems, in which CEOs of individual units report upward through a state, regional, or corporate hierarchy, has not been extensively studied. To address this gap in the literature, this phenomenological study explored perceptions of college leaders who in 2002-2003 participated in the transformation of seven 2-year technical colleges into a community college system. The study probed leaders' perceptions of organizational change at the campus level in a nested organizational structure. Two research questions addressed (a) how 2-year college leaders in a nested leadership structure reporting to a system president perceive and describe their experiences of transformational change; and (b) lessons, if any, that these leaders offer other state-governed, 2-year college systems attempting similar levels of transformative change. The study was based on Kotter's change model, which was used to examine the nature and degree of organizational change that occurred in the institutions studied. Data were collected through in-depth interviews and analyzed through a transcendental phenomenological process. Results highlighted the importance of communication, leadership, exploiting a sense of urgency, and addressing internal and external concerns chance to participate in the economy. This study will help leaders of multi-campus or nested state systems facilitate transformational change to better achieve those social goals.

Although the major responsibility for community college governance falls to presidents and administrators, researchers have recognized the integral role of faculty in governing higher education institutions. Few studies, however, have explored the effectiveness of contributions of faculty elected to community college academic senates. The purpose of this research was to investigate the background traits and leadership skills of elected academic senate presidents in order to identify both their perceptions of themselves as leaders and the perceptions of other faculty senate members. This study was based in the theory of transformational leadership in organizations and its impact on the effectiveness of organizations. The research question for this quantitative study focused on the extent to which the elected academic senate presidents' background and leadership traits affect the performance of faculty senates. The Multifactor Leadership Questionnaire (Form 5X; MLQ 5X) and supplemental demographic data were used with faculty at the 112 community colleges in a western state to measure the relationship between leadership behavior and organizational effectiveness. Data were analyzed using Pearson's correlation and z and t tests. Results indicated that there is a significant relationship between senate presidents who were transformational leaders and more effective in leading faculty senates. The implications for social change include informing community college faculty senates and their presidents about effective leadership styles and skills and providing resources to improve faculty governance. The anticipated results are improved college governance, enhanced college service to their communities, and enriched education for their students.

The problem addressed in this study was to understand the knowledge gap between project management competencies available and those needed for successful implementation of technology projects at a community college. The purpose of the qualitative study was to evaluate, compare, and analyze the performance of project managers of 2 large technology projects in a specific community college with respect to each other and what was known about achieving project success at a public institution of higher education (IHE). The research questions for this study examined the competencies exhibited by the project leaders, the success parameters established for the projects, and how the individual project leaders were selected. The conceptual frameworks that supported this study were enterprise wide technology implementation, project management, success assessment, and public IHE operational structures. A comparative case study approach using responsive interviewing techniques with 10 stakeholders from each of the projects yielded dialog that was coded in combination with documentation and observation evidence using recognized competency standards. The relationships and significance of patterns found in this data were analyzed against the proposition that the level of project success is a function of the application of project management competencies of the project leader. The results identified 9 elements that characterized competencies specific to effective project outcome success within the context of the community college. The results contribute to positive social change include implementation of organizational project management initiatives that will enable community colleges to continue to serve a vital role in providing an affordable college education.

National movements for greater quality in education have increased concerns about student learning and the effectiveness of teaching for the community college. Faculty are responsible for student learning, yet criticized for using ineffective teaching methods despite limited data on community college teaching practices. The purpose of this study was to gain a descriptive understanding of current teaching practices in three community colleges. This single-phase study used a concurrent mixed-method exploratory research design. A purposeful sample of 185 community college faculty across three colleges in the southwestern United States were surveyed about what methods they use, how they perceive their teaching effectiveness, what motivates them to change, and why they teach as they do. This study was grounded in the framework of Bandura's self-efficacy theory to enhance an understanding of the faculty's perspective of improving teaching and learning. Descriptive statistics and inductive analysis of mixed-method data led to key findings indicating that faculty were incorporating diverse and learner-centered strategies and using a variety of assessment methods. Despite feeling that good teaching is not rewarded by their colleges, faculty found participating in professional development and trying new methods beneficial to their teaching. The data indicated that better ways to evaluate teaching effectiveness are needed, along with better ways to evaluate student success at community colleges. This study benefits students, faculty, and community colleges nationally by providing research data to help inform and encourage administrative vision, support, and policies relating to faculty development and learner-centered programs to increase student engagement and success.

One of the challenges facing community colleges in the United States is the looming retirements of executive/senior-level leadership, particularly the president, on a wide scale. This study explored the career aspirations of executive-level leaders within the community college using Social Cognitive Career Theory as the conceptual framework. Within the context of a three-person collaborative dissertation project, a mixed methods case study approach was utilized for the research design. It first examined the perceived and preferred organizational culture(s) by administering the Organizational Culture Assessment Instrument (OCAI). Building upon results of the OCAI, interviews with executive-level leaders explored how personal and institutional factors impact their aspirations of to ascend to the community college presidency. The findings of the research indicate that affecting change, being asked, and the desire to help are personal factors of influence that motivate executive-level leaders to seek the role of community college president. On the other hand, age, family, and potential work-life imbalance might dissuade executive-level leaders from seeking this role. The study reveals that organizational culture (the “culture of caring”) and leadership development are positive factors of institutional influence. Institutional factors that dissuade executive-level leaders from seeking the community college presidency are politics, the state of the institution being led, and the unknown. This study advances the field of educational leadership in that a number of personal and institutional factors are adduced that influence the aspirations of executive-level leaders to progress to the community college presidency. The findings identify the need for research across multiple institutions and the need to expand Social Cognitive Career Theory to include personal-cognitive barriers of race and gender.

Online mathematics courses at Somerset Community College (SCC) have traditionally had a lower retention rate than their in-person counterparts. This study looked at online and in-person students at SCC in the courses Intermediate Algebra and College Algebra. Beginning of semester student demographics were considered to determine whether or not the online and in-person student populations were comparable. End of semester student demographics, retention rates, and grades on the final exams were examined to determine whether or not there were patterns among completer students. Finally, a survey was administered to students and instructors to determine their perceptions of several factors thought to influence student success and to determine areas of agreement and disagreement among these factors. Follow-up telephone interviews were given to instructors and students in order to identify areas that were not covered in the survey. The results indicated that although online courses tended to attract older students, the online and in-person student groups were similar in terms of make-up. This was true both at the beginning and at the end of the semester. The in-person sections showed better results, both in terms of retention and grades on the final exams. The survey results were analyzed using Rasch analysis. This showed differences between students and instructors, most importantly in the areas of student self-efficacy behaviors and communication between instructor and student. These differences between students and instructors were generally exacerbated in the online sections indicating that these areas might have had an impact on the lower retention and grades of the online sections.

This companion dissertation reports the findings of applied case study research on four community college organizational units that consistently meet or exceed standard performance measures. In addition, prior ample evidence confirms that performance extended significantly beyond what might be explained by available tangible resources alone. The case study contexts are common in higher education in general: a) an external partnership, (b) an ad hoc team, (c) a traditional, cross-divisional service unit, and (d) a grant-funded student service unit. Emerging positive organizational theory and research show promise for revealing performance-influencing phenomena and behaviors that are not adequately represented in standard measures. Therefore, this collaborative case study research was designed to explore positive influences on the success of the four community college units. This companion dissertation contains three manuscripts. Chapter 2, a technical report, contains the collaboratively-written synthesis of findings from the four individual case studies. Key findings across the units suggest the influence on performance of: (a) a people-first culture, (b) authentic, trusting, inclusive leadership, and (c) resource richness beyond constrained tangible resources. This collective analysis reveals that leveraging resources for capacity building can help make the difference between an organization that performs adequately and one that performs beyond expectations. In Chapter Three this researcher examines an individual case study of a community college student support services unit. I found that this unit’s culture influences high performance by putting people first, leveraging intangible resources, and providing leaders and all unit members with autonomy and support. I also discovered that relationships, tacit knowledge, diversity, leadership qualities, and traits of unit members when leveraged in combination improved functioning and performance the most. In Chapter Four, I suggest that the recommendations for high performance made in Chapter Three can be applied to a newly developed virtual coaching network, whose members provide student services in a virtual environment. The actions recommended to help the network meet what appear to be conflicting administrative goals are: (a) identify unit strengths, (b) connect strengths to the unit mission, (c) develop constructive relationships, and (d) identify and leverage resources. KEYWORDS: community colleges, organizational functioning, student services, virtual teams, positive organizational scholarship

In this thesis, I discuss the emergence of the “non-traditional” post -secondary student and what is necessary to both narrow the socioeconomic education gap and make higher education more efficient for the vast majority of Americans. l explain how the current conglomeration of laws, regulations and proposed regulations stifle innovation and inhibit the achievement of a high Education Return On Investment. I discuss changes that are on the horizon and borrow from the success of certain innovations. In the final section, I suggest and review potential frameworks for education innovation and funding that can make a difference. I propose a better measure of program-level success by using the following formula: EDUCATION ROI = (Increased Earnings + Increased Economic Productivity + lower healthcare, unemployment, and other related costs) / (Federal + State + Student Expenditures) To arrive at this formula and evaluate current institutions, I look at the total costs to attend these schools, the cost per degree, and the cost per taxpayer. I look at earnings data for different periods after graduation as well as the levels of debt and interest payments students accumulate during this time. The results show that currently, for-profit institutions are much cheaper per degree to the student (long term) and taxpayer due to superior graduation rates, higher earnings data, and better job placement and therefore provide a higher Education ROI. These schools are also the most active in the education space in creating innovative new ideas to increase the “Return” while decreasing the “Investment” and at the same time increasing accessibility to a larger group of students. Using this measure to evaluate our schools may result in a more efficient appropriation of federal funds to the schools that are achieving a better Education ROI, an increase in the exponentially growing skilled labor market, and several other positive externalities positively correlated with education such as health, reduced crime, and a general increase in value to society.