ERIC Number: ED317258
Record Type: RIE
Publication Date: 1990-Apr-19
CEO Succession in Community Colleges: A Grounded Theory.
Kirkland, Travis P.
Intended as part of a larger study of the effects of anticipated or unanticipated changes in the chief executive officer (CEO) of a community college, a case study approach was taken to gather primary data from a multi-campus, urban community college that had recently experienced a CEO succession. The study focused on the effects of the CEO change on formal internal organizational design and on the strategic replacement or maintenance of key administrators following the succession. Documents, including institutional histories, college catalogs, governing board and executive council records, professional association fact books, and state publications were analyzed; and semi-structured interviews were conducted with the CEO and selected local opinion leaders. The case study revealed the following: (1) the institution was regarded as stable and well led prior to the succession of the CEO; (2) in the year in which the new CEO assumed duties, there were no changes in administrative structure; (3) in the first full year following the succession, changes in structure included the addition several new positions, including Dean of Instruction, Economic Development Officer, and Personnel Officer; (4) during the second full year of the new CEO's tenure, the CEO's title was changed from "superintendent" to "president"; (5) the new CEO tended to balance strategic replacement hirings among top-level administrators between insiders and outsiders. The study suggested that public community colleges may tend to hire insiders for CEO's and upper-level administrators, a tendency which may eventually result in weakened organizational leadership. (JMC)
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Note: Paper presented at the annual meeting of the American Educational Research Association (Boston, MA, April 16-20, 1990).