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Community College Leadership and Administration

Theory, Practice, and Change


Carlos Nevarez and Luke J. Wood

This book, a training tool for the 21st-century community college leader and administrator, deconstructs outdated practices and constructs new approaches to how contemporary community college leadership is viewed, practiced, and envisioned. Both timely and comprehensive, the book develops new models that are focused on facilitating leadership innovation, and encourages both formal and informal leaders to become active agents for change. A relevant case study, written by an experienced community college leader, follows each chapter. This book will be useful for courses in administration, leadership, management, and related areas, and presents contemporary skills for anyone who is a leader and/or administrator in an organization.
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Chapter Three: Leadership and Leadership Theory




This chapter will focus on leadership and leadership theory in relation to the community college. The following areas will be addressed: (a) differences, and commonalities between leadership and administration; (b) an examination of leadership styles (e.g., authoritarian, transactional, transformational); (c) an overview of primary leadership theories (e.g., trait theory, behavioral theory, contingency-situational theory); and (d) a presentation of leadership approaches (e.g., bureaucratic leadership, democratic leadership, political leadership).

When reading this chapter, consider the following questions:

•What are the benefits of theory? How can theory be used to guide leadership practices?

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