The purpose of this article is to describe a decision-making framework developed for use by community college administrators and higher education faculty members who teach graduate courses in community college administration or leadership. The rationale for developing a decision-making approach that integrates ethics and critical thinking was…

This article encourages community college leaders to employ ethical paradigms when constructing and considering alternative courses of action in decision-making processes. The authors discuss four previously articulated paradigms (e.g., ethic of justice, ethic of critique, ethic of care, and ethic of the profession) and propose an additional…

Although much has been written about preparing community college leaders, little is known about how presidents believe they might have better prepared for the role. Using presidential narratives from a national study, this article describes how presidents perceive gaps in prior preparation and offers recommendations to support the professional…

The purpose of this narrative inquiry was to discover how six community college presidents who were undergraduate English majors construct the stories of their academic and professional journeys. Findings were synthesized using three themes--boundaries, connections, and transformations--as an interpretative framework. The selected presidents…

Community college leaders serve as linchpins for framing meaning on campus. The current pressures on institutions (given declining financial resources, demands for accountability, changing faculty ranks, and societal need for new knowledge) require presidents to juggle multiple priorities while presenting a cohesive message to campus constituents.…

Stresses the importance of community college faculty support for institutional purposes, missions, and directions, and the interrelationship of the issues of institutional identity and faculty support. Finds a strong college identity essential in competing for private donations, government funds, and students. (DMM)

Reports on a survey of faculty and administrator attitudes toward, and use and knowledge of, instructional television. Suggests strategies to increase the use of instructional television; e.g., create a need for change, promote the advantages of instructional television, and show how instructional television is compatible with institutional…

Describes a process whereby a community college continuing education division can be effectively promoted within the college. Considers the following elements of program advocacy: goal setting; evaluation of the continuing education division and its internal and external environments; and devising, implementing, and evaluating advocacy strategies.…

Argues that student employees need improved on-the-job training and more staff development opportunities. Describes the structured student employee training program at St. Louis Community College (SLCC) at Meramec, Missouri. Underscores the importance of employer support for the program and reviews results of the SLCC project. (DMM)

Makes a distinction between developmental and remedial programs and suggests reasons for the difficulty in evaluating these programs. Identifies basic limitations in educational research, factors found in successful programs, questions to be considered in selecting and formulating the evaluation design, and five useful educational research…

Describes a study of the institutional adaptations and strategies employed by community colleges in minimizing the problems associated with changes in sources of revenue. Summarizes findings based on a literature review and a survey of college presidents. Recommends strategies for adjusting to funding changes. (AYC)

Discusses a study of the labor market, occupational mobility, and job ladders of top-level two-year college administrators. Finds the mobility of administrators (particularly presidents, chief academic officers, and chief student affairs officers) largely within postsecondary institutions and more specifically within two-year colleges. Discusses…

Enumerates changing external conditions and internal organizational problems in community colleges resulting in a paradox involving institutional mission and structure. Lists steps for positioning community colleges as the key provider of specified programs/services through carefully defined linkages with public- and private-sector organizations…

Looks at three areas in which college administrators should ensure that computers are available for faculty use (i.e., instruction, personal scholarship, and administrative tasks). Suggests ways of overcoming faculty resistance to computers and steps in a carefully planned and managed process of improving computer literacy. (DMM)

Examines job stress among public college and university administrators in terms of causes (e.g., excessive demands, insufficient resources, faculty hostility, and trustee divisions) and consequences (e.g., shortening terms of office and difficulty recruiting faculty to administrative positions). Advocates stress management training for…