While new community colleges proliferated across the nation during the 1950s and 1960s, Indiana's postsecondary educational leaders pursued an alternative route to expanding educational opportunity during the postwar years through extension campuses. The study reported in this article draws on archival documents to gain an understanding of the…

Describes a study of the career paths of 155 community college presidents to determine influences on the rate at which the first presidency is attained. Investigates differences in terms of age and education between presidents who began their careers as faculty members and those who began as administrators. (DMM)

Describes a study of community college presidents' roles and responsibilities, using structured observations of five presidents at work, a method utilized by Mintzberg (1968) to study chief executive officers (CEOs) of various organizations. Reports findings in terms of Mintzberg's taxonomy of roles and tasks. Contrasts presidents with Mintzberg's…

Summarizes the number of African American community college presidents in 1994, their educational backgrounds, gender representation, career paths, community involvement, institutional demographics, and level of representation in each state. Indicates that, despite an increase in the number of African American presidents over the past decade, they…

Provides a description of leadership training initiatives specific to the needs of community college leaders. Focuses on the development and organization of programs as well as their common elements and unique factors. An appendix lists initiatives identified in this research. (50 citations). (JDI)

Reviews literature on the gap between research and policymaking in the community college. Describes a pilot study focusing on how administrators define research, what research informs their decisions, and what research they would find most relevant. Suggests that collaborative research involving members of the college and outside researchers would…

Contends that executive-level administrators must provide strategic leadership of the institutional mission if their community colleges are to adapt and respond to learner needs. Reports that content analyses of mission statements from 102 colleges revealed seven salient themes: access, workforce and economic development, comprehensive…

Discusses results of a 2001 survey of 128 community college instructional leaders, in which respondents identified skills necessary to effective community college leadership. Reports that communication skills were noted as most important, especially the ability to listen and offer feedback; leadership skills, such as developing a vision, were also…

Reports the results of a professional development needs survey of the technical and community college presidents in three states: North Carolina, South Carolina, and Georgia. Findings demonstrate remarkable similarities in the concerns, needs, and limitations of presidents and include significant implications for technical and community college…

Describes a study of the relationship between stress and selected job functions of community/junior college presidents, the importance of these functions, and the presidents' use of counterstress activities. Reveals that presidents rated most of their administrative responsibilities as "not very stressful," with exceptions being "faculty…

Identifies problems that will face community college leaders in the mid-1990s (e.g., social and economic stratification, poorly prepared students, and questions about institutional mission and role). Considers the consequences of efforts to implement a comprehensive mission. Speculates on the character of the new generation of colleges and their…

Discusses survey responses from 17 of 48 Black community college presidents regarding their paths to the presidency, job interview, assets and liabilities associated with being a Black candidate for the presidency, affirmative action, mentors and role models, negative role models, and racial aspects of the presidency. (DMM)

Examines the roles and competencies of community college chief executive officers (CEO's). Discusses aspects of leadership and followership, and leader-follower interchange. Urges CEO's to assess themselves as leaders, identify and provide for the training of future leaders through planned mentoring and professional development. (DMM)

Reports on a survey of women community college presidents concerning their interview for the presidency, perceived assets of being a female candidate, mentors and role models, negative role models, and perceptions of the job. (DMM)

Describes a study of trustee ethics. Telephone interviews were conducted with 30 community college presidents to identify the extent to which trustees exhibited 17 ethical behaviors in their interactions with presidents and college employees. Only 30.6 percent of the respondents rated their trustees as always behaving ethically. (DMM)