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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This book, a training tool for the 21st-century community college leader and administrator, deconstructs outdated practices and constructs new approaches to how contemporary community college leadership is viewed, practiced, and envisioned.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 Eight: Leadership in Student Affairs




This chapter focuses on student affairs leadership in the community college. Specific attention will be given to four areas: (1) the disconnect between academic affairs and student affairs and its implications on student learning and personal development; (2) foundational and guiding student affairs documents (e.g., the Student Learning Initiative, Principles of Good Practice, Student Personnel Point of View); (3) the core functions of student affairs in relation to effective leadership practices; and (4) student development theory, with a primary focus on psychosocial theories.

When reading this chapter, consider the following questions:

•Why is there dissonance between the divisions of academic and student affairs? How does this effect student and institutional success? How can student affairs and academic affairs programming/services work cohesively to enhance student learning and personal development? What are the benefits of establishing a cohesive collaboration between these divisions?

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