Deliberate Disequilibrium

Abstract

Anticipated retirements and relatively short tenure in office create a shortage of community college presidents in the United States. To fill the unprecedented number of vacancies requires a cadre of candidates well prepared for the demands of the position. Using Satir’s change model as a theoretical framework, this year-long reflective study examined eight first-time community college presidents in California. Satir’s model describes six stages of change; this article focuses on the third stage, one of chaos, or disequilibrium. Participants identified key professional experiences, the role of mentors, professional development activities, and doctoral studies as important strategies for navigating this professional disequilibrium and pursuing their career aspirations.

Understanding the impact of informal mentoring on female mid-level community college administrators : an interpretive phenomenological analysis

“…From their founding, they were set apart from other higher education institutions because of their commitment to the community in which they were located (Gill & Jones, 2013). Community colleges remain at the forefront of leading higher education at a time where more collaboration, both within and between institutions, is becoming the norm (Gill & Jones, 2013;McNair;2015;Ottenritter, 2012;Vaughan, 2000;Wallin, 2012).…”

“…One of the greatest challenges facing the 21 st century community college is the development of a new generation of leaders (Boggs, 2012;Gerald, 2014;McNair, 2015;Strom et al, 2011). With community colleges facing unprecedented vacancies in senior management positions and fewer candidates applying for these positions, there is a large gap in administrators prepared to take on a leadership responsibility (Boggs, 2012;Campbell et al, 2010;Gerald, 2014;Luna, 2012).…”

“…With community colleges facing unprecedented vacancies in senior management positions and fewer candidates applying for these positions, there is a large gap in administrators prepared to take on a leadership responsibility (Boggs, 2012;Campbell et al, 2010;Gerald, 2014;Luna, 2012). Almost half of all community college presidents plan to retire in the next decade and these vacancies will leave a vast opening in the shared recollection and leadership of community colleges (Garza Mitchell & Eddy, 2008;Gerald, 2014;McNair, 2015;Strom et al, 2011;VanDerLinden, 2005). According to Weisman and Vaughn (2006), the projected number of retirements of current community college leaders will reach 84 percent by the year 2016.…”

“…Approximately 800 of the 1,195 community college presidents will need to be replaced by the year 2017 (Campbell et al, 2010;Garza Mitchell & Eddy, 2008;Gerald, 2014;Gill & Jones, 2013;McNair, 2015;Shults, 2001). …”

“…Leadership development opportunities such as mentoring can serve as a valuable tool to help promote career advancement for administrators in community colleges (Boggs, 2012;McNair, 2015). In their study, Piland and Wolf (2003) found that 57 percent of current college presidents indicated that formal or informal mentoring helped them to achieve success in their career.…”