Synergy of Leadership Competencies: Moving beyond the AACC List

Pamela EddyThe College of William and Mary

AACC Competencies (2005) Organizational Strategy

Resource Management

Communication

Collaboration

Community College Advocacy

Professionalism

Transition to Practice Use of some competencies more than

others (Durree, 2007)

Alignment of Presidents/Board (Hasson, Dellow, & Jackson, 2010)

Use of competencies in doctoral programs (McNair, 2010)

Differences based on location (Eddy, in press; Kools, 2010)

Missing? Contextual Competency

Ability to apply to current context Difference based on context

Leader as team builder

Role of gender assumptions

Methods 9 campus case-study

75 interviews with leaders and staff Different size campuses and regions

Phenomenology Interview questions focused on

uncovering how leaders defined their leadership and the way they led their campuses through change efforts.

Conceptual Framework Social Constructivist (Berger &

Luckmann, 1966)

Social interactions & hierarchy (Neumann, 1995; Weick, 1995)

Multidimensional leadership (Eddy, 2010)

Findings—Synergistic Competency Model Inclusivity

Framing Meaning

Minding the Bottom Line

Systems Thinking

Inclusivity Communication/Collaboration

Shift in power dynamics

Culture of shared trust and values

Moves beyond transactions

Framing Meaning Linking communication with

org strategy, collaboration, advocacy

Making sense/interpreting

Role of culture of context

Minding-the-bottom-line Resource management, organizational

strategy, advocacy

Focus on keeping the doors open

Incremental changes

Systems Thinking Organizational strategy, communication,

professionalism

Longevity of leaders—knew “this business”

Understands feedback loops

Competency Clusters

Inclusivity

Systems ThinkingAttention to the

Bottom Line

Framing Meaning

Resource ManagementOrg. Strategy

Advocacy

 

CommunicationProfessionalism

Org. Strategy

Communication & Collaboration

Collaboration Communication

AdvocacyOrg. Strategy

Contextual Competency

Implications Synergy among the competencies

creates broader perspective/application

Institutional context central

Fit—institutional needs shift over time and require reassessment

What’s missing: Implication of gender/race Risk taking/Ability to fail

So What? Doctoral program and leadership

development training

Growth of utilization over career

Need for reflection

Institutional complexity demands more holistic view of competencies

Thank you!

Pamela EddyThe College of William and Mary

pamela.eddy@wm.edu