Beyond the headlines: Wounding and the community college presidency

Floyd, Deborah L.; Maslin-Ostrowski, Pat; Hrabak, Michael R.

doi:10.1002/cc.397

Cited by 7 publications

(6 citation statements)

References 1 publication

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“…Affirming prior research (Ackerman & Maslin-Ostrowski, 2002), we found that sooner or later community college presidents were immersed in a crisis situation, such as losing support on the board or being falsely accused, and themes of vulnerability, power, isolation, and fear emerged in their stories (Floyd et al, 2010).…”

Section: Certainty Of Crisissupporting

confidence: 69%

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Leaving a Community College Presidency: The Inevitable Career Transition

Floyd

Maslin‐Ostrowski

2013

Community College Journal of Research and Practice

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Section: Certainty Of Crisissupporting

confidence: 69%

“…Although this line of inquiry focused on school leaders, the methodology and concepts are helpful to understanding how higher education leaders experience a crisis (Ackerman & Maslin-Ostrowski, 2004;Floyd, Maslin-Ostrowski, & Hrabak, 2010).…”

Section: Introductionmentioning

confidence: 99%

Leaving a Community College Presidency: The Inevitable Career Transition

Floyd

Maslin‐Ostrowski

2013

Community College Journal of Research and Practice

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“…Grasmick, Davies, and Harbour (2012) report the value of leaders' vision when implementing participation and shared decisionmaking and Hlinka (2013) One area of interest shown by a number of researchers deals with crises management in relation to sudden changes in leadership. Several articles outline guidelines for presidents when encountering crises (Floyd, Maslin-Ostrowski, and Hrabak 2010;Floyd and Maslin-Ostrowski 2013;Thompson, Cooper, and Ebbers 2012) which can be exacerbated by personal cyber attacks in the social media (Maslin-Ostrowski, Floyd, and Hrabak 2011). Maslin-Ostrowski and Floyd (2012) describe the experiences of a number of college presidents and their sense of isolation when terminated or resigning under pressure and how preplanning could have given them more of a sense of leaving on their own terms.…”

Section: Community College Leadership In the United Statesmentioning

confidence: 99%

A comparative thematic review of vocational leadership literature from the USA, Great Britain and Australia

Crossman

Cameron

2014

Research in Post-Compulsory Education

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Vocational education and its leadership is an important sphere of economic activity worldwide and is being impacted by several trends including: the increasing significance and centrality of skills development in today's economies; economic trends associated with globalisation (internationalisation of education and emergence of global labour markets); and demographic trends resulting in ageing populations and workforces. Leadership in vocational education contexts is crucial to the economic success of this sector. The aim of this paper is to provide a comparative thematic review of the research and literature on leadership in vocational education between the USA, Great Britain and Australia posed by the research question, 'What are the key leadership issues facing vocational education and training sectors in the USA, Great Britain and Australia?' This study contributes to the research and literature by identifying key impact factors for vocational education leadership in these nations over the last 13 years. Results from the comparative review established the following three key issues: a concern over equity and diversity; the importance of change management; and leadership skills and their development. Although leadership competencies are the subject of some debate there appears to be a broad consensus that leaders are developed not only by formal courses, but more importantly by on-the-job experiential learning. The future development of leaders within vocational education is discussed in relation to the implications for policy and practice, and suggestions for future research are provided.

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“…Although they studied leaders who had encountered a crisis or dilemma in K-12 settings, the guiding questions and methodology have natural extensions to higher education leaders as well (Floyd & Casey, 2004); our focus is on community college presidents. This paper builds on our previous work (Floyd, Maslin-Ostrowski, & Hrabak, 2010) where we analyzed archival articles and posts dating from 2003-2008 reported in the Chronicle of Higher Education and Google that described campus conflicts or crises faced by community college presidents. In that study, four key phrases and words: ''community college president,'' ''fired,'' ''no confidence,'' and ''conflict,'' had to be present to be considered a ''hit.''…”

Section: Leaders and Crisismentioning

confidence: 98%