Community colleges through the human resource organizational frame

Purpose The purpose of this conceptual paper is to encourage community college leaders to make greater use of the human resources organizational frame in understanding their organizations and implementing measures to support its students. Design/methodology/approach The methodological approach: Concepts are drawn from key texts examining human resources organizational frame analysis and community college leadership to locate areas of community college policy development and operations that resonate with tenets of this organizational frame. Findings Connections between some of the typical operations and policies of community colleges and the analytical tenets and concerns of the human resources frame are explored. Research limitations/implications More in-depth literature analysis could well lead to the discussion of additional measures animated by the human resources frame that can be taken to better support students and their learning. Practical implications These connections between the human resources frame and community college policy and methods of operation lead to the authors’ recommendation that community college leaders should make particular efforts think and act with the human resources frame in mind. Emerging issues that are consistent with the concerns and tenets of this frame can be highlighted and recognized for further use in leadership and management practice. Social implications Community colleges are critical in human capital development for all societal sectors. A human resources perspective puts people and human values at the center of organizational analysis. Originality/value We add emphasis to leading recommendations for understanding and practice of community colleges through multiple frames. We suggest that the concerns of the human resource organizational frame can help leaders provide thought and action that has additional relevance and possibility.

PUTTING A LITTLE TLC INTO LEARNING

The acronym TLC has typically stood for tender loving care. With the influx of technology into the lives of millions, it might appear that TLC is in short supply; however, the League for Innovation in the Community College has taken this notion of TLC and initiated TLC—Transformational Learning Connections—with the objectives of participation, engagement, and collaboration. TLC’s content supports and endorses the promotional reference to Innovation-at-Your-Fingertips through its web-based, anytime-anywhere resource connection between creators of community college innovations and those interested in adopting them. This article presents the seven TLC features—Innovation Express, TLC Forum, Learning Links, Innovation Database, League Connections, Resources on the Web, and the Innovations Online Conference—and the most recent evolution: Innovation Stream or iStream. iStream includes additions such as online conferences, forums, and iStream Radio, which will host a range of programs, interviews, lectures, and seminars with community college leaders.

Supporting Latinx/a/o Community College Leaders: A Geo-Spatial Approach

Community colleges play a significant role in guiding pathways to postsencondary degrees for Latinx/a/o students. To gain a greater understanding of ways Latinx/a/o students utilize community colleges as pathways to degrees, this article focused on institutional leaders, members of one community college professional assocation. An original survey instrument was administered and an exploratory spatial data analysis (ESDA) using a geographic information systems (GIS) database was conducted. Findings suggest greater proportions of Latinx/a/o community college leaders may be found in metropolitan areas with large Latinx/a/o populations. Author reflexivity and implications for research and practice are presented.

Preparing Community College Leaders to Meet Tomorrow's Challenges

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.