Linda L. García never imagined she would one day lead the Center for Community College Student Engagement (CCCSE). In fact, she never dreamed of earning a doctoral degree. As children, Linda and her siblings constantly heard from their parents--a father who grew up as a migrant worker and a mother who immigrated to the United States from…

This chapter provides critical insights into transformative leadership, a leadership approach guided by equity, social justice, and emancipatory education, based on the practices of eight Asian American women in community college administration. The authors engaged in critical narrative inquiry and conducted semi-structured interviews with each…

In the 1947 Truman Commission, Zook noted a validation of international education for US community colleges and specified two recommendations for the internationalization of US community colleges. The first recommendation was to embrace internationalization in the curriculum, and the second was to create an educational context in which students…

According to John Carver (1990), no single relationship in an organization is as important as that between the board and its chief executive officer. That relationship, well-conceived, can set the stage for effective governance and leadership. However, the line between governance and administration in community colleges is not always as clear as…

Statewide membership associations are comprised of trustees and/or district chancellors or college presidents (CEOs) whose primary professional responsibility is the governance and administration of local districts and colleges. The majority of these statewide community college membership associations are nonprofit entities--typically incorporated…

While community colleges enroll high proportions of disabled students, limited research exists on considerations that college personnel should account for in meeting disabled students' varied needs and strengths. This article explores the impacts of policies and processes on disabled community college students and presents five policy-related…

Leading community college change initiatives from midlevel leadership positions is challenging. This chapter reviews the experiences of two midlevel leaders who led change on their campuses. They describe the work of their leadership efforts, including their relationships with faculty, administrators, students, and the challenges, rewards, and…

The purpose of this chapter is to explore the contemporary leadership issues and opportunities among those who lead administrative affairs functions from the middle of the organization. Included is a summary of the general challenges of administrative leadership, followed by specific considerations of the paradoxical environment at community…

This chapter focuses on the overall themes, priorities, and "calls to action" that emerged from a discussion and reflection among community college leaders on the chapters in this volume.

This chapter provides a portrait of rural community college leaders and identifies leadership priorities and career plans. Findings highlight the differences between rural and urban leaders regarding leadership development, areas of job foci, and career pathways.

Possessing core beliefs and a leadership philosophy is essential to undergird the work of college leaders, particularly during a time of systemic organizational change. This chapter delineates what college leaders should do to establish ethical decision-making and ethical leadership practices.

Reform initiatives have challenged community college leaders to reconsider what is right and wrong while also challenging our organizational cultures, advancing a new understanding of our mission, and forcing us to reconsider how we engage in the work of educating a public that needs us now more than ever.

To accurately anticipate future ethical decision-making needs for emerging community college leaders, we must first understand current presidential ethical practice and their perspectives on the future needs of next-generation leaders. This understanding helps us consider implications for the future preparation of community college leaders.

This chapter introduces the Borough of Manhattan Community College's Institutional Effectiveness Assessment Plan and the Shults Dorimé-Williams Taxonomy as resources for the enhancement of assessment within administrative, educational, and student support units.

This chapter provides useful tips for campus leaders and student organizations to establish a campus food pantry.