Leading for the future : alignment of AACC competencies with practice
Source:New directions for community colleges ; no. 159, Jossey-Bass; John Wiley & Sons, San Francisco; Hoboken, NJ, p.125 (2012)
Call Number:Cubb LB2328 .N4 NO.159
Keywords:Community colleges--United States--Administration, Educational leadership
Contents: Historic overview of the AACC competencies / Nan Ottenritter -- Future Leaders Institute: rising leaders and the AACC competencies / Desna N. Wallin -- A holistic perspective of leadership competencies / Pamela L. Eddy -- The AACC competencies in action / Chris Duree, Larry Ebbers -- Competencies in the heartland / Brent Cejda -- Doing the right thing: ethical leadership and decision making / Regina L. Garza Mitchell -- Reading the competencies through a feminist lens / Kristin Bailey Wilson, Elizabeth Cox-Brand -- Reflections from the field: voices of experience / Delores E. McNair, Daniel J. Phelan -- Next steps: looking to the future / George R. Boggs -- Leaders, leveraging, and abundance: competencies for the future / Richard L. Alfred.; Summary: The AACC (American Association of Community Colleges) competencies were initially developed to help provide guidance in developing community college leaders because of predictions of a leadership crisis in the two-year college sector. Since their creation, the competencies have been used to direct topics in leadership development programs and to guide future leaders about what skills are critical to master. Yet scant research exists on the use of the competencies in practice or on analysis of the competencies within the changing higher education climate. An underlying premise for the AACC competencies is that learning about leadership is a lifelong endeavor. As adult learners, community college leaders tie in their new learning with past experiences, ultimately expanding their understanding of leadership. It therefore becomes critical to think about the types of leadership development that occur along the leadership pipeline and how aspiring leaders acquire the requisite competencies to lead in these challenging times. The broad foundation of leadership development provides a means to see how the competencies are interpreted, thus allowing us to learn what is really working in practice. This issue provides a review of the research on the competencies in the field and posits several strategies for the future use of the competencies and potential changes to the competencies.