Presidential Succession and Organizational Change in the Community College. ASHE Annual Meeting Paper.Report as inadecuate




Presidential Succession and Organizational Change in the Community College. ASHE Annual Meeting Paper. - Download this document for free, or read online. Document in PDF available to download.





This qualitative study examined the perceived impact of the president on organizational change at five community colleges in one state, and is part of a multiple case study which is addressing organizational change in community colleges. The methodology for the study was based on the literature of organizational change which suggests four constructs: change in the organizational paradigm, where underlying assumptions of participants have changed; change in organizational mission and purpose; change in organizational culture; and change in functional processes such as organizational structures, managerial practices, technology, decision making, and communications. Data collection and analysis involved interviews with presidents, administrators, faculty, and support staff; questionnaires; group meetings; and documents. The study found that community college presidents were seen to "make a difference," with the greatest influence being perceived during periods of leadership succession. Organizational changes attributed to presidents are summarized in two tables: the first covers data obtained during interviews and the second summarizes data obtained from the questionnaires. (Contains 33 references.) (CH)

Descriptors: Administrative Change, Administrator Effectiveness, Administrator Role, Case Studies, Change Agents, College Presidents, Community Colleges, Data Analysis, Higher Education, Leadership, Leadership Qualities, Leadership Styles, Organizational Change, Organizational Climate, Qualitative Research











Author: Levin, John S.

Source: https://eric.ed.gov/?q=a&ft=on&ff1=dtySince_1992&pg=11813&id=ED402848



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