Theories supporting board reform

Eddy, Pamela L.; Kater, Susan T.; Gillett‐Karam, Rosemary

doi:10.1002/cc.20552

Cited by 3 publications

References 31 publications

(44 reference statements)

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A retrospective of 50 years of NDCC publication: Advancing perspectives over time

Smith,

D'Amico,

Garza Mitchell

et al. 2024

New Drctns Community Coll

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When Arthur Cohen launched New Directions for Community Colleges (NDCC) in 1973, the focus was on sharing updates and practical advice for those leading and working in community colleges. At the time, scant attention was given to these institutions as most research centered on 4‐year colleges and universities. The context of community colleges matters in how finance and governance occur and in how leaders help their institutions navigate a constantly changing external environment that requires flexibility in meeting workforce needs. Fifty years have passed since the initial issue of NDCC was published, and this retrospective draws connections on three topics over time. First, this article reviews how finance and governance evolved, taking note of how the expansion of the sector and the complexity of operations altered operations. Second, a look at career and technical education (CTE) and workforce development occurs. The historical roots of vocational education in community colleges translate to new approaches to developing a skilled workforce to address employer demand. Finally, a review of leadership since the first issue was published shows how ideas of leadership have expanded and help identify new challenges leaders face.

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A retrospective of 50 years of NDCC publication: Advancing perspectives over time

Smith,

D'Amico,

Garza Mitchell

et al. 2024

New Drctns Community Coll

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The Tip of the Iceberg, But What's Underneath?: Hidden Shared Governance in the Community College

Kater,

Miller

2024

New Drctns Community Coll

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This article proposes a new way of thinking about shared governance, focusing on the informal and sometimes unintentional interactions among faculty, staff, and even students. We argue that an operational place to start reconceptualizing shared governance is to look at the everyday interactions that collectively make up the hidden experiences of shared governance, or what we also refer to as the “base” rather than the “tip” of an iceberg. As such, shared governance can be viewed as a socially constructed concept that requires new and different thinking about how decisions are made and how a college's culture makes, and accepts decisions. We conclude with several recommendations for practice which collectively stress reconsidering what shared governance means on an individual campus and how it contributes to strategically thinking and articulately how shared involvement can play an important role in determining the future of a college.

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Balancing the Scales

Storey

Beeman

2023

Improving Higher Education Models Through International Comparative Analysis

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Contemporary literature approaches the role of adjunct faculty in higher education institutions from a deficit perspective. Adjunct faculty have reached a tipping point as they are now indispensable in doctoral program development and delivery. Crossing the tipping point requires the adjunct narrative to transition to an asset perspective in order to balance the scales. The consequences and implications of tipping the scales in favor of adjuncts as opposed to tenured faculty are explored in relation to university quality of education, governance, and leveraging the silent voice of adjuncts for the institutional strategy. Recommendations are presented to inform Higher Education Institution leaders and governance boards.

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Theories supporting board reform

Cited by 3 publications

References 31 publications

A retrospective of 50 years of NDCC publication: Advancing perspectives over time

A retrospective of 50 years of NDCC publication: Advancing perspectives over time

The Tip of the Iceberg, But What's Underneath?: Hidden Shared Governance in the Community College

Balancing the Scales

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