Sensemaking on Campus: How Community College Presidents Frame Change

Eddy, Pamela L.

doi:10.1080/713838185

Cited by 43 publications

(48 citation statements)

References 7 publications

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“…How partnerships are talked about and presented to both internal and external audiences matters (Eddy, 2003). Various forms of communication will begin to create the portrait of the partnership and help stakeholders understand better the relative importance for the institution.…”

Section: Resultsmentioning

confidence: 99%

“…According to Clark (1972), the creation of an organizational saga begins to reinforce the culture of an institution. How leaders tell the institution's story draws attention to different aspects of operations (Eddy, 2003;Neumann, 1995). The same holds true for a partnership.…”

Section: Organizational Framesmentioning

confidence: 89%

“…As change occurs, shifts in the value system may occur (Pick, 2003) and result in a reinterpretation of institutional needs and hence ways in which collaborations are viewed. Leaders have a great deal of control over the interpretations others have of situations (Eddy, 2003;Neumann, 1995) and in this capacity can target stakeholders' attention to particular meanings. Framing is ongoing and is reinforced by rituals, jargon, and institutional stories (Clark, 1972;Fairhurst and Sarr, 1996;Weick, 1995).…”

Section: Framing the Partnershipmentioning

confidence: 99%

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2010

ASHE Higher Education Report

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Executive Summary Foreword Acknowledgments Overview Motivating Factors for Partnerships and Collaborations Looking Forward Implications for Higher Education Organizational Partnerships Forming Partnerships Social Capital of the Champion Partnership Capital Individual Collaborations Faculty as Collaborators Collaborators as Champions Future Issues Economics Versus Altruism Partnerships Across Educational Borders Planning Ahead References Name Index Subject Index About the Author

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Section: Resultsmentioning

confidence: 99%

Section: Organizational Framesmentioning

confidence: 89%

Section: Framing the Partnershipmentioning

confidence: 99%

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2010

ASHE Higher Education Report

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“…Motivations for participating vary, which means that understandings, commitment, resource distribution, and other features of the partnership vary as well (Eddy, 2003). They also change over time as the partnership evolves and as the partners themselves see the benefits and challenges of the collaboration more realistically.…”

Section: Understanding Partnershipsmentioning

confidence: 94%

Leading partnerships: Competencies for collaboration

Amey

2010

New Drctns Community Coll

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“…Rather, there is a need for deep transformative change in order to adequately address the turbulent landscape. Leaders must have a good understanding of the organizational context (Amey, 2013;Eddy et al, 2015) and how others make sense of change (Eddy, 2003(Eddy, , 2010 in order to lead transformative change. Leadership throughout the college is required to undertake these types of organizational changes.…”

Section: Background On Leadership Development Literaturementioning

confidence: 99%

Preparing Community College Leaders to Meet Tomorrow's Challenges

Eddy

Mitchell

2017

JSPTE

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Aim/Purpose: This article reviews the leadership development literature and posits that a learning centered approach will best support the development of community college leaders. But, it is important to recognize that community colleges have differing needs due to size, location, and the communities they serve. Background: American community colleges have received a great deal of attention over the last decade as institutions poised to contribute to the education of the workforce and to increase the number of citizens who possess a certificate or degree. Concurrently, community colleges also received attention due to the warnings about a pending presidential leadership crisis in the sector. As more and more sitting leaders retire, the demands of the job increase, and fewer individuals seek out top-level leadership positions, it is important to address how to develop community college leaders. Contribution: The review of leadership development literature provides the backdrop for creating new programs to develop community college leaders. A multi-faceted approach is required in which succession planning occurs, graduate programs are revamped, and both individuals and organizations engage in the development of community college leaders. Findings: It is important to recognize that community colleges have differing needs due to size, location, and the communities they serve. Graduate doctoral programs targeting community college leadership and national training programs can help prepare leaders, but they need curricular and program alignment targeting development of authentic leadership and ways to bridge theory with practice. Establishing succession planning can build a robust leadership pipeline that supports networked leadership and nurtures contextual competencies. Impact on Society: Understanding better how to prepare leaders to face the challenges now facing community colleges requires questioning current practices and building different leadership development programs.

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Sensemaking on Campus: How Community College Presidents Frame Change

Cited by 43 publications

References 7 publications

Table of Contents

Table of Contents

Leading partnerships: Competencies for collaboration

Preparing Community College Leaders to Meet Tomorrow's Challenges

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