Strategic Leadership: A Model for Promoting, Sustaining, and Advancing Institutional Significance

Autor/inn/en	Scott, Kenneth E.; Johnson, Mimi
Titel	Strategic Leadership: A Model for Promoting, Sustaining, and Advancing Institutional Significance
Quelle	In: Community College Journal of Research and Practice, 35 (2011) 6, S.454-469 (16 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1066-8926
Schlagwörter	Community Colleges; College Administration; Reputation; Institutional Characteristics; Leadership Training; Teamwork; Problem Solving; Strategic Planning; Case Studies + Suchen Sie Ihr Suchwort? Community college; Community College; College administrators; Hochschulverwaltung; Führungslehre; Problemlösen; Strategy; Planning; Strategie; Planung; Case study; Fallstudie; Case Study
Abstract	This article presents the methods, materials, and manpower required to create a strategic leadership program for promoting, sustaining, and advancing institutional significance. The functionality of the program is based on the Original Case Study Design (OCSD) methodology, in which participants are given actual college issues to investigate from a leadership perspective. Participants in the program work in teams to maximize the development of their individual and group leadership skills. Program outcomes are demonstrated by formal presentations that identify an organizational problem and the design of a solution. The identification of problems and strategies for solutions occurs within the framework of strategic leadership development. It is argued in this paper that layered strategic leadership is the key element to promote, sustain, and advance institutional significance. Implications and recommendations for community college strategic leadership practice are also addressed in this applied research article. (Contains 1 figure and 1 table.) (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10