Leadership for Transformative Change

Lessons From Technology-Mediated Reform in Broad-Access Colleges

Datos Bibliográficos

ID9010802
AutoresSerena Klempin (,), Serena Constance Klempin (Columbia University, autor de correspondencia), Melinda Mechur Karp (,)
Año2017
Volumen89
Número1
Páginas81-105
Fecha de publicación2017-07-06
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaThe Journal of Higher Education (JOURNAL)
Identificadores de la revistaISSN: 0022-1546 • E-ISSN: 1538-4640
EditorialTaylor & Francis (PUBLISHER • GB)
DOI10.1080/00221546.2017.1341754
OpenAlexW2110901572
IdiomaEN
Citas recibidas3
Referencias citadas30

Community colleges and broad-access 4-year institutions can serve the vital function of increasing educational equity in the United States, but only if they engage in organizational change to address low completion rates. Drawing on qualitative case studies of 6 colleges, this study explored the influence of different types of leadership approaches on the implementation of a technology-mediated advising reform and assessed which types of leadership were associated with transformative organizational change. In-person interviews were conducted with 101 college administrators, faculty, and staff, and follow-up interviews were conducted with 88 participants. Using Heifetz’s theory of adaptive change, we found that transformative change requires multitiered leadership with a unified commitment to a shared vision for the reform and its goals. In addition, although we found that upper-level institutional leaders and midlevel project leaders both had important roles to play, the role of midlevel project leaders was particularly vital and complex

Educational leadership · Equity (law · Higher education · Leadership studies · Leadership style · Organizational change · Pedagogy · Political science · Public relations · Qualitative research · Sociology · Transformative learning · Organizational Change and Leadership · Organizational Learning and Leadership · Organizational Strategy and Culture · Psychology