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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This book, a training tool for the 21st-century community college leader and administrator, deconstructs outdated practices and constructs new approaches to how contemporary community college leadership is viewed, practiced, and envisioned.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 Ten: Community College Governance




This chapter will focus on governance in the community college. Information presented will be framed in accordance with a Conceptual Model of Community College Governance which depicts governance in these institutions. The focus of this chapter is twofold: (1) to provide an overview of the general governance processes at the state, local, and campus levels; and (2) to present four influences (e.g., national, statewide, and local needs, ideological differences, internal influences, external influences), which serve to “truly” guide governance in these institutions.

When reading this chapter, consider the following questions:

•How is community college governance defined? What aspects does it entail?

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