Abstract
Purpose. The purpose of this study was twofold: (1) to identify critical characteristics in the profile of the community college president of the next decade by examining and rating the importance of competencies that contribute to effective leadership, and (2) to identify strategies to increase the pool of qualified candidates for community college president. Methodology. A Delphi study elicited expertise and consensus among expert panelists about a future condition, using both quantitative and qualitative methods. This study included sixteen expert panelists: community college superintendent/presidents and presidents, members of governing boards, and chancellors for districts or systems. Findings. The panelists listed forty important competencies. Highest-ranking include: (1) board relations; (2) communication; (3) integrity; (4) leadership; (5) serving students; (6) ethics; (7) analytical and decision-making abilities; (8) participative management; (9) ability to respond rapidly to multiple challenges, opportunities and crises; (10) understanding organizational principles, and (11) vision. For strategies, panelists generated twenty-five responses. Highest internally focused (to the college or district) strategies included: (1) develop and value succession plans; (2) provide professional development and mentoring; and (3) provide advanced degree direct support. Highest externally focused (requiring partners) strategies included: (1) Leadership academies and initiatives; (2) networking; (3) increasing university community college leadership programs; (4) potential leaders attend Association of Community College Administrators (ACCCA) Administration 101; and (5) partnering with four-year institutions specializing in community colleges. Conclusions. Common areas of importance were identified in both competencies and strategies. Board relations—i.e., board management and relations, and the ability to work with a board—emerges as the highest-scoring competency. In strategies, panelists identified board member education. The competency of succession planning was balanced in strategies by staff development approaches such as mentoring, direct support for advanced education, leadership academies, and formal in-house programs. Recommendations for implementation and further study. Pursue research and development in succession planning. While community colleges and related organizations have begun to address the critical shortage of presidential candidates, few panelists mentioned ongoing programs within their institutions. Alternative approaches include career portfolios or direct support of advanced degrees. A systemwide approach may be another solution.