Post on 24-Dec-2015
transcript
Synergy of Leadership Competencies: Moving beyond the AACC List
Pamela EddyThe College of William and Mary
AACC Competencies (2005) Organizational Strategy
Resource Management
Communication
Collaboration
Community College Advocacy
Professionalism
Transition to Practice Use of some competencies more than
others (Durree, 2007)
Alignment of Presidents/Board (Hasson, Dellow, & Jackson, 2010)
Use of competencies in doctoral programs (McNair, 2010)
Differences based on location (Eddy, in press; Kools, 2010)
Missing? Contextual Competency
Ability to apply to current context Difference based on context
Leader as team builder
Role of gender assumptions
Methods 9 campus case-study
75 interviews with leaders and staff Different size campuses and regions
Phenomenology Interview questions focused on
uncovering how leaders defined their leadership and the way they led their campuses through change efforts.
Conceptual Framework Social Constructivist (Berger &
Luckmann, 1966)
Social interactions & hierarchy (Neumann, 1995; Weick, 1995)
Multidimensional leadership (Eddy, 2010)
Findings—Synergistic Competency Model Inclusivity
Framing Meaning
Minding the Bottom Line
Systems Thinking
Inclusivity Communication/Collaboration
Shift in power dynamics
Culture of shared trust and values
Moves beyond transactions
Framing Meaning Linking communication with
org strategy, collaboration, advocacy
Making sense/interpreting
Role of culture of context
Minding-the-bottom-line Resource management, organizational
strategy, advocacy
Focus on keeping the doors open
Incremental changes
Systems Thinking Organizational strategy, communication,
professionalism
Longevity of leaders—knew “this business”
Understands feedback loops
Competency Clusters
Inclusivity
Systems ThinkingAttention to the
Bottom Line
Framing Meaning
Resource ManagementOrg. Strategy
Advocacy
CommunicationProfessionalism
Org. Strategy
Communication & Collaboration
Collaboration Communication
AdvocacyOrg. Strategy
Contextual Competency
Implications Synergy among the competencies
creates broader perspective/application
Institutional context central
Fit—institutional needs shift over time and require reassessment
What’s missing: Implication of gender/race Risk taking/Ability to fail
So What? Doctoral program and leadership
development training
Growth of utilization over career
Need for reflection
Institutional complexity demands more holistic view of competencies