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Part A - Development
Part B - Thoughts
Part C - Competencies
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Leadership Resources

 Part A - Development 

The Development Process, November 2003 – April 2005

In summer 2003 the W.K. Kellogg Foundation awarded AACC a grant called Leading Forward to address the national need for community college leaders. AACC began Leading Forward's work by hosting a series of four, day-long leadership summits with different constituent groups to build consensus around key knowledge, values, and skills needed by community college leaders and to determine how to best develop and sustain leaders. Experts in community college leadership from AACC affiliate councils, college and state "grow-your-own" programs, colleges in underserved areas, and university programs convened between November 2003 and March 2004. Information gathered at these summits can be found at
http://www.ccleadership.org/leading_forward/summits.htm.

In July 2004, ACT submitted an AACC-commissioned report, A Qualitative Analysis of Community College Leadership from the Leading Forward Summits. It provided AACC with a wealth of qualitative data, providing a broad picture of the competencies. This data was refined and contextualized to fit more closely with the community college environment, resulting in A Competency Framework for Community College Leaders. The report can be found at http://www.ccleadership.org/pdfs/ACT_report.pdf.

In fall, 2004 AACC designed a survey to ensure that the critical areas of leadership competencies required by community college professionals had been addressed. The survey was distributed electronically in December 2004 to all participants in the leadership summits and to members of the Leading Forward National Advisory Panel. Out of 125 surveys, 95 were returned resulting in a response rate of 76 percent. This response was accompanied by extremely positive support for the six competencies for community college leaders. The competencies represent current best thinking as well as provide a forum for continual updating and improvement in thinking about community college leadership.

One hundred percent of the respondents noted that each of the six competencies was either "very" or "extremely" essential to the effective performance of a community college leader, thus affirming the validity of the Leading Forward competencies. Respondents also provided suggestions for minor modifications, which were reviewed by AACC staff and integrated into the competencies where appropriate.

Respondents were also questioned about how well they, personally, were formally trained to apply each competency.  Further, those respondents who work for leadership development programs were asked how well their leadership program prepares students to apply each competency. The average response to these two questions was significantly lower than when asked how essential the competencies are—there were more responses of "minimal" or "moderate." In other words, these respondents, who make up a significant percentage of U.S. community college leaders and leadership development program personnel, feel that each of the six competencies are essential to community college leadership but that the integration of these competencies is not as well established. These findings provide evidence for the crucial need to establish this framework and to promote these competencies in the curricula of community college leadership programs.

On April 9, 2005, the AACC Board of Directors unanimously approved this document. The field of community college leadership development is encouraged to use Competencies for Community College Leaders. Please credit AACC and share your use of the competencies with Courtney Larson at clarson@aacc.nche.edu.

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