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ERIC Number: EJ887879
Record Type: Journal
Publication Date: 2010
Pages: 7
Abstractor: ERIC
Reference Count: 11
ISSN: ISSN-0194-3081
Epilogue: Change Leadership and Leadership Development
Cloud, Robert C.
New Directions for Community Colleges, n149 p73-79 Spr 2010
Desna Wallin defines change leadership as a four-part process that "anticipates" change, "analyzes" the internal and external environments, "acts" on the basis of appropriate and timely data and the strengths of team members, and "affirms" institutional actions with the goal of continuous organizational improvement. In its finest form, change leadership is a moral act, based on ethical actions, that serves the long-term interests of the college and its constituencies. Leadership development is a formal and informal process that is intended to maximize institutional and individual effectiveness. There are at least three components in the leadership development process: (1) university-based academic credit programs that enhance knowledge, skills, and competencies and that often lead to a master's or doctoral degree; (2) in-service or developmental programs for practicing leaders sponsored by professional organizations, governmental agencies, or higher education institutions; and (3) informal and lifelong learning strategies that enable leaders at all levels to increase their knowledge of management and leadership processes and improve performance. These informal strategies may include professional reading, personal reflection, travel, writing for publication, and active involvement in professional organizations. Change leadership and leadership development are critically important to the continuing success of public community colleges everywhere. Transactional and transformational leadership, the more traditional models, are no longer adequate to meet the pressing financial and operational challenges in two-year institutions. Current and aspiring leaders must understand the culture of change that permeates community college campuses and embrace the opportunities inherent in that culture. Community college change leaders serve in a dynamic environment that is no place for the timid or faint-hearted. The author contends that in addition to the suggested qualities and competencies, a thick hide and a sense of humor will be helpful to leaders as they carry out assigned duties.
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Publication Type: Journal Articles; Reports - Descriptive
Education Level: Postsecondary Education; Two Year Colleges
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A