Zeitschriftenartikel zum Thema „Education, Community College|Education, Higher Education Administration|Education, Leadership“

Aim/Purpose: This article argues that given the isomorphic pressures on both community colleges and four-year institutions, historic divisions between community college leadership programs and general higher education programs are no longer serving the needs of new scholars and practitioners in the field. Graduate programs of higher education should integrate an understanding of community colleges and institutional diversity in meaningful ways throughout a graduate curriculum now focused on four-year institutions. Background: Community colleges and four-year institutions are engaging in isomorphic change which is weakening traditional boundaries between these sectors to create a more integrated system of higher education. Methodology: Using a framework of institutional isomorphism, this article reviews recent literature on changes within community colleges and four-year institutions and provides recommendations for infusing this isomorphism into graduate higher education programs. Contribution: By infusing an understanding of institutional diversity into all graduate course-work, educators can prepare future scholars and practitioners for a changing higher education landscape and expand beyond reductive representations of the higher education field.

The lecturers have the duties totransfer science and technology and conduct research as well as undertake community service (three pillars of higher education). Telkom University which turned into four years has been working hard to encourage all lecturers in achieving the three pillars. It has given the evident as best classified listings college of Higher Education in Indonesia. The Faculty of Communication is the youngest faculty in Telkom University. This study used qualitative method with descriptive case study. The result is that innovative leadership of the Head of Department is needed to encourage lecturers to achieve comprehensive targets of three pillars of higher education. She uses Whatsapp Group, creates Gmail Group, posts the achievement photos on social media, has personal discussion of specific issues, and praises the best works of fellow lecturers. These communication forms communicative leadership in motivating lecturers to increase their three pillars on higher education.

This conceptual article summarizes the call for transformative critical leadership in education and provides an overview of the equity agenda in response to the identified academic achievement gap in community colleges nationwide. It offers educational leaders in higher education applied and feasible strategies for increasing critical communication with educators, community members, and stakeholders interested in re-visioning core tenants of equity agendas at the community college level. The chapter also suggests the consideration of critical leadership as an emergent type of transformative leadership practice involving the facilitation of crucial conversations to incite change as well as policy implications.

The central theme of the research work was to examine the impact of International Trade of Higher Education (IToHE) on universities' performance. The nature of the article was descriptive; as a consequence, the data of the study was assembled by means of survey and interview. The targeted population was comprised of all BS, MS, PhD students, faculty and administration from all general public universities of Punjab, which were included in the HEC ranking in 2015. The purposive sampling technique and multiphase strategy were applied to specify the sample. Data was collected via two research instruments. To assemble quantitative data, a questionnaire was planned on six factors, i.e. Leadership role (LR), Quality Teaching (QT), Research (R), University Ranking (UR), Community Perception (CP) and International Trade of Higher Education (IToHE). According to the triangulation result, findings illustrated that Academia should do productive work instead of producing passive labor. The study recommended further researches in the field of cross border mobility and its role in university, society and country development.

Sustainability leadership entails the processes, which leaders, policymakers, and academics undertake in order to implement sustainable development policies and other initiatives within their organizations. It encompasses approaches, methods, and systemic solutions to solve problems and drive institutional policy towards a more sustainable organization. Higher Education Institutions (HEI) play a particularly important role, especially with regard to their institutional leadership role in promoting sustainable development. There is a paucity of research focusing on sustainability leadership in universities. In order to address this gap, this paper discussed the concept of sustainability leadership based on literature and empirical insights. The study aimed to understand the main characteristics of sustainability leaders at HEI and the main challenges they are confronted with. Secondary research questions involved gender issues and positive outcomes of sustainability leadership. The empirical component of the study consisted of an online-questionnaire survey performed among leaders (n = 50) from a set of universities in 29 countries. The sampling scheme was purposive, based on the membership in the Inter-University Sustainable Development Research Program (IUSDRP). The study was explorative in nature, and the descriptive statistics were used for the analysis. Due to the purposive sampling, the participants from top management positions could be considered as experienced, and their views were assumed to be information-rich. With a self-evaluation, the respondents described their leadership style and their usual traits, with inclusive style and systemic thinking being predominant in the sample. Regarding the skills, the respondents selected the ability to innovate, to think long-term, and to manage complexity from a pre-defined set of options. Connectedness with interdisciplinarity and knowledge about organizational settings, as well as global challenges and dilemmas, were stated as important issues related to the knowledge required for being a leader. Regarding requirements for a change towards more sustainable universities’ curriculum adaptation, investments in education for sustainable development (ESD), sustainable procurement, and reporting were mentioned. The study also revealed that gender issues were taken seriously among the sampled institutions, which is an encouraging trend. Challenges seen in implementing sustainability leadership are, for instance, a lack of interest by the university administration and among some members of the academic community, as well as lack of expertise and materials or resources. Based on the empirical insights, a set of measures were listed and which may be adopted in the future, so as to allow leaders of Higher Education Institutions to enhance their sustainability performance.

This article examines the development of leadership skills among Native American college students through the Oklahoma Native American Students in Higher Education (ONASHE) annual conference. It provides opportunities for students to develop and strengthen their leadership skills through interaction with tribal leaders, contemporary and leadership focused workshops, and fellowship with other Native students. A research study was designed to assess the impact of ONASHE on the development of leadership skills among student attendees of the conference. Three major themes emerged regarding Native student leadership development, including developing a positive self-image, community building, and Native role models.

Policy implementation research tends to document the failures of reform, describing the myriad ways implementers miss the mark in translating intent into impact; or in the words of Derrick Bell, policy scholars are left with examining the “unfilled hopes of racial reform” (2004, p. 185). In contrast, this article presents an intrinsic case study where campus leaders took a race-conscious approach to implementing a state-wide reform known as the Student Equity Policy. I constructed the TrenzaPolicy Implementation Framework to center the experience, knowledge, and assets of Latinx leaders in community college that oversee and implement policy reform. The framework highlights the raced-gendered perspectives of Latinx leaders in community college to understand their motivations to implement policy in race-conscious ways (Delgado Bernal, 2002). I conducted in-depth and sustained fieldwork to learn how implementers understood and responded to state-level reform in race-conscious ways and used the policy to target and address one of the most pressing issues in higher education, the inequitable rates of transfer for Latinx students. I share how the salience of racialized-gendered identity, cultural intuition, social context, and enacting agency allowed leaders to envision more race-conscious possibilities for policy reform and its implementation on campus.

Every school needs an advocate leader who can influence others to address issues, concerns, and problems that affect education, its quality, access, and the welfare of the stakeholders, especially that of the learners. This leader needs to subscribe to the redefined roles and nature of leadership. Advocacy leadership challenges educational leaders to take a progressive stance on pressing educational issues and problems. The next in line leaders need to awaken in themselves a specific advocacy and tune-in to this new trend. With this, a qualitative inquiry explored the educational advocacies of twenty graduate students involved in focus group discussions and interviews. Using the thematic network as an analytical framework, the inquiry identified 46 keywords, 51 basic themes, and 6 organizing themes. Thus, a new thematic network of educational advocacies was generated. Learners’ welfare was the most dominant educational advocacy of graduate students, while leadership and governance, professional development, culture and religion, safety and environmental protection, and community development were considered as developing and noteworthy advocacies. These educational advocacies were deemed interconnected and interdependent to each other. Also, the study comes up with relevant propositions, while it makes recommendations for further research and utilization of the new framework. The results have implications for revisiting the educational administration curriculum by mapping out the subjects that contribute to the development of educational advocacy.

Diversity in higher education with respect to faculty composition and executive leadership remains an elusive goal for many institutions of higher education. Over thirty years of research on faculty of color in academe has found that the pipeline for faculty of color still remains a significant challenge across higher education institutions and sectors (Turner, Gonzalez, & Wood, & 2008). For Hispanic-Serving Institutions, that possess a diverse base of students, faculty diversity, and the presence of Latino faculty, plays a critical role in academic excellence, mentorship and overall climate (Milem, 2003; Santos & Acevedo-Gil, 2013). This study examined two systems of higher education in California to explore the trends in Latino faculty diversity, given the critical mass of Latino undergraduates at both the community college and California State University systems of higher education. Findings suggest a disconnect between student diversity and tenure line faculty diversity exists. For HSI systems, like those present in California, faculty diversity may play an even greater role in raising Latino college completion, ultimately transforming the next generation of Latinos in California.

All higher education institutions are struggling with a rapidly changing market and financial landscape. Here is a management-centered analysis of what happened when a college president, recognizing the need to make a radical adaptation to those changes, tried moving a campus community to a new organizational model, without collegial consensus, and too quickly. The result was that the president lost political capital and the college underwent a change in leadership. Yet the need for a new management model still remains.

Currently the study of higher education has been referred to as a multidisciplinary field. Consensus is continuing to evolve regarding both what is considered the appropriate coursework and the foundational knowledgebase of this field. The study of higher education is maturing and has the potential to transition from being seen as a field to being respected as an academic discipline. The purpose of the present study is to investigate the status of the core curriculum in higher education doctoral programs from the perspective of program directors with programs that required the completion of standardized coursework prior to beginning a dissertation. We used online survey analytic techniques to query program directors about their EdD and PhD programs in higher education, credit hours, and curricular content. Our study confirms previous work finding that there is common agreement in the subject matter areas of organization, leadership, administration, and history. What our work adds is that there is a growing consensus among higher education doctoral programs about the position of higher education law and finance in the curricular core. In addition, we find there is a growing interest in public policy and community colleges over time, with a majority of EdD programs including instruction in these areas. Nevertheless, majoritarian agreement does not meet at a level wherein consensus can be inferred, especially within PhD programs where requirements are more varied across programs. In addition, while there is an increasing trend in the inclusion of multiculturalism in higher education doctoral programming, multiculturalism is not currently part of higher education’s core. We conclude with research and practice implications for doctoral programs in higher education as a field of study.

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

Purpose – In this paper, the authors present a case study of successful school leadership at County Line Middle School. The purpose of the paper is to identify how particular leadership practices and beliefs were adapted to increase student achievement in this rural, high-poverty school in the southeastern USA. Design/methodology/approach – After purposefully selecting this school, the authors adapted interview protocols, questionnaires, and analysis frameworks from the International Successful School Principalship Project to develop a multi-perspective case study of principal leadership practices at the school. Findings – The findings illustrate the practices which led to students at this school, previously the lowest-performing in the district, achieving significantly higher on state standardized tests, getting along “like a family,” and regularly participating in service learning activities and charity events. A particularly interesting finding was how the principal confronted the school's negative self-image and adapted common leadership practices to implement a school-wide reform that suited its unique context. Research limitations/implications – While the findings of the study explicate the specific ways the principal adapted leadership strategies to enhance student learning, this study also highlights the need to understand how principals become familiar with their community's needs, cultures, norms, and values, and exercise leadership in accordance with them. Practical implications – The case offers an example of the need for context-responsive leadership in schools. In particular, it illustrates how this principal enacted leadership strategies that successfully negotiated what Woods (2006) referred to as the changing politics of the rural. To realize this success, the principal utilized his understanding of this low income, rural community to guide his leadership practices. Critically, part of this understanding included the ways the community was connected to and isolated from dominant sub-urban and urban societies, and how to build enthusiasm and capacity through appeals to local values. Originality/value – While it is widely acknowledged that school leaders need to consider their school and community contexts when making leadership decisions, less research has focussed on understanding how this can be achieved. This case provides rich examples of how this was accomplished in a rural, high-poverty middle school.

A regional University in the United States implemented an AQIP (Academic Quality Improvement Program) Action Project with a goal of developing processes for effective leadership communication. An MBA (Masters of Business Administration) class conducted a university-wide communication audit to assist with the AQIP project. Quantitative and qualitative data were collected, analysed and presented to the AQIP Task Force. The audit was a win-win opportunity for the students and broader university community. University leadership learned about communication strengths and opportunities within the organization and received recommendations on ways to strengthen communication in the areas of communication channels, information flow, and feedback. As a result, the Task Force implemented tools and processes to enhance communication within the University. The audit also provided MBA students with an opportunity to connect classroom theory with workplace practice. As a result of this service-learning project, students acquired knowledge about organizational communication, worked collaboratively with University employees and practiced communication skills as they developed and defended decisions and recommendations.

Purpose – Decades of research on different leadership styles shows that effective school leadership is the degree of influence or synergy between teachers and principals around the core business of schools, instruction. While various styles, such as transformational, instructional, shared instructional, point to the similar measures of high organizational quality, the inconsistency in how these styles are defined and relate make it unclear how principals systematically improve schools. The paper aims to discuss these issues. Design/methodology/approach – This study used the 1999-2000 schools and staffing survey, n=8,524 of US principals, since it includes a nationally representative sample of administrators who responded to a comprehensive set of leadership measures around a time of school restructuring reforms. Confirmatory factor analysis was used to identify different styles, and to measure the extent of their relationship. These factors were used to test a theory about why principals practice each of these styles to a different degree based on levels of shared instructional leadership. Findings – Based on the theoretical framework, principals should have a similar high influence over resources, safety and facilities regardless of degree of shared instructional leadership since these tasks address foundational school needs. However, principal and teacher influence over these resources differed across levels of shared instructional leadership more than principal-directed tasks of facilitating a mission, supervising instruction and building community. Originality/value – Differences in the practice of styles by shared instructional leadership did not fit changing, higher ordered needs as theorized instead seemed to vary by a hierarchy of control, the way in which principals shared influence with teachers.

Introduction. This article describes how universities are fulfilling their training assignments. Its relevance is determined by the growing need of teachers to correlate the learning results of specialists-to-be with learning assignments. The aim of the article is to describe a method for assessing the learning management system of higher education institutions by analysing learning outcomes and graduates’ turn-out. Materials and Methods. The study relies on the collection and analysis of the results of specialists’ training between 2015 and 2019. The joint use of the obtained data and methods of normative forecasting and interpolation allowed the authors to calculate and measure the intermediate results relative to the final ones, to build educational trajectories, which made it possible to evaluate the learning management system by dealing with training results and graduates turn-out. Results. For the first time the authors of the article showed that the measured results demonstrated not only the scope of specialists’ training and graduation, but they evaluated management of the educational process and developed necessary management decisions to regulate standards and measures for specialists’ training and graduation according to the specified final results. Discussion and Conclusion. The conclusions contribute to the development of the concept of learning management systems, provided that there are specified final results of the specialists’ graduation. Findings are of interest to the scientific and pedagogical community, professors, teaching staff and leadership of educational institutions.

Abstract Momentum is growing for the Age-Friendly University Network as proponents, primarily gerontology educators, have successfully encouraged university presidents to sign nonbinding pledged to become more age-friendly in programs and policies, endorsing 10 Age-Friendly University Principles. While this trend is inspiring, more is needed to fully achieve benefits for universities, students, communities, and older adults. Four presentations discuss innovative ways of deepening university commitment, weaving the principles into the fabric of the university. The first paper describes thematic content analysis from five focus groups with admissions and career services staff at Washington University in St. Louis and the recommendations that emerged for the provision of programs and services for post-traditional students. The second paper describes efforts to utilize community-impact internships and community partnerships to build support for Age-Friendly University initiatives at Central Connecticut State University, particularly in the context of the university’s recent Carnegie Foundation Engaged Campus designation. The third paper describes how Drexel University became Philadelphia’s first Age-Friendly University and current efforts in the Drexel College of Nursing and Heatlh Care Profession’s AgeWell Collaboratory to convene university-wide leadership for an AFU Steering Committee working on four mission-driven efforts to ensure AFU sustainability. The fourth paper describes steps taken by AFU proponents at Western Oregon State University to gain endorsement from university leadership and community, including mapping the 10 AFU Principles to the university’s strategic plan, faculty senate endorsement, and survey/interview results of older community members’ use of the university, which collectively have enhanced deeper and broader campus buy-in of AFU.

Research on the role of institutions in influencing students’ readiness for college has so far focused primarily on the school level and the state policy context, with only little attention to the district. This case study, based on interview data and documents collected over the course of a year, analyzes an urban district’s attempt to create a systematic approach to improving the college readiness of its students, many of whom have been traditionally underserved by the educational system. It identifies factors contributing to progress as well as challenges encountered in several critical areas: (a) leadership commitment, (b) data infrastructure, (c) building adult capacity around data use and college readiness, (d) connecting indicators with supports to promote college readiness, and (e) partnerships with community and higher education institutions.

Introduction. Changes in society are focused on finding ways to improve the competitiveness of the domestic economy, improve industrial relations for more effective development of productive forces. One of the key problems is a lack of financial resources. As it is known, additional financial investments lie in increase of government revenues or in reducing expenditures. Results of the research show that the authorities pay more attention to the latter option of searching for financial reserves. Sources of science and education funding are constantly decreasing. This leads to the decreased competitiveness in higher education and its graduate numbers. Problem solving in the scientific and educational area is carried out by taking measures by administration, which are aimed at curtailing scientific research and limiting the access to study at universities for young people. While world experience indicates that the competitiveness of countries in the 21st century will be determined neither by natural nor financial resources, but by the workforce skills. Naturally, Japan, which aspires to world leadership, has announced its readiness to move to compulsory higher education. Purpose of the research is to justify the role of higher education in ensuring the sustainable development of the national economy, as well as to formulate prospective directions for improving the competitiveness of the higher education system of Ukraine. Results. It is acknowledged the conclusion that the development of the higher education system is an important factor in the development of the national economy in the context of integration and globalization processes. The current state is characterized, restraining factors of the progressive development of higher education are established. The priority directions of higher education development and the increase of graduates competitiveness in the labor market are outlined. It is pointed out that the generation of new knowledge, their commercialization in the form of product, technological and other innovations is increasingly dependent on the intellectual potential of higher education institutions. It is established that the employment rate depends on the level of education. It is noted that the development of higher education is an important indicator of both the economy and the harmonization of the «human – society» relations. It was confirmed that industrial society needs not only a few talented people, but a high level of education of the whole population for its development. It is proved that the quality of specialists training requires close cooperation between the interested participants of the educational process: the academic community of HEIs, employers, graduates and students. It is established that the lack of a unified methodology for determining the services fees leads to falsification of the competition during the admission process to HEI. It is shown that there is a problem of chronic under-financing of the necessary expenditures of the HEIs` activities in Ukraine, which is the reason for the decrease in the quality of educational services. It is proposed to use levers of differentiated allocation of budgetary funds between HEIs depending on their performance in the chosen activity indicators, as well as to diversify the sources of revenue. Prospects. Further research of problems of the development of the competitiveness of the national higher education systems should be conducted in the direction of substantiating the role of higher education in the sustainable development of national economy, increasing funding for maintenance and development, rising the internal and international mobility of students, academic and teaching staff; opportunities provision for teachers of qualitative improvement training, and providing guarantees for the first workplace for graduates; development of alternative financing sources for the provision of educational services; highlighting foreign experience of higher education development.

Throughout my 25 years in higher education leadership, overseeing two campuses and two university systems, I have maintained a strong connection to the Coalition of Urban and Metropolitan Universities (CUMU), both philosophically and in practical terms. Early on in my tenure as president of San Jose State University, I established the overarching goal of making San Jose State the Metropolitan University of Silicon Valley. Complementing the institution’s geographic location, size, and mission, all of which positioned it ideally for this role, I also saw a student population, a community role, and an ethos of service that spoke to the institution’s responsibility as an urban citizen. This same perspective was part and parcel of my approach at Towson University (TU). As president, I actively created a vision and an identity for the institution, focusing on its role as the Metropolitan University of Maryland. I established external partnerships with focuses on education, economic and workforce development, arts and culture, and social change. As president of the 5-campus University of Massachusetts System (UMass) I oversaw two CUMU member institutions, UMass Lowell and UMass Boston. The University System of Maryland (USM), where I currently serve as chancellor, is itself a CUMU member, as are several of its component institutions, with Towson and the University of Maryland, Baltimore County (UMBC) “founding members” of CUMU as a formal organization. Throughout these years, I also had a very direct connection to CUMU, serving on several committees, on the Board of Directors, as a vice president, and, from 2006-2011, as CUMU president. With this background, I know first-hand the distinctive perspective and unique tools that our comprehensive institutions can use to address social challenges and bring about meaningful change. In addition, I also recognize the special obligation our comprehensive metropolitan and urban universities have to be active and engaged in the communities they serve. These are the primary, 4-year, “access” institutions, not just in terms of the sheer numbers of students they educate, but also in terms of the composition of those students, serving as a vital higher education pathway for women, underrepresented minorities, and first-generation college students. Beyond that, our comprehensive universities stand as bridges, with numerous graduates going on to advanced degree programs at research universities.

The article substantiates the training of specialists in education management in Ukraine. The Standard of Higher Education of Ukraine in the field of knowledge 07 «Management and Administration», specialty: 073 «Management» of the second (master's) level, which partially regulates professional training in the field of management, in particular in the field of education management, is analyzed. It is emphasized that socio-economic changes in Ukraine, the processes of globalization and integration of the world community, Ukraine’s intentions to enter the European educational space have necessitated the modernization of the system of professional training of future professionals. The principles of providing the educational labor market with highly qualified specialists in education management are highlighted: the national idea of higher education, focusing on filling the content of vocational training with the latest materials, the introduction of modern innovative learning technologies based on a high level of informatization of the educational process; development of professional training of specialists in education management in the context of development trends in global education systems, in particular European ones. Professional competencies in many educational programs are defined as the preservation of moral, cultural, scientific values and increase the achievements of society, the use of various types and forms of physical activity to lead a healthy lifestyle, demonstration of knowledge of theories, methods and functions of management, modern concepts of leadership, skills to identify problems and justify management decisions, organizational design, interaction, leadership, teamwork, situation analysis and communication in various areas of the organization, independent work, flexible thinking, openness to new knowledge, critical thinking and self-criticism. It is concluded that the conceptual ideas for the training of specialists in education management are the ideas of humanistic education, which reflect the recognition of personal rights of educational entities, focusing on the personification of their relationships and interactions based on the acceptance of mutual responsibility for the modeling the educational context.

This study is a conceptual paper that aims to determine the effect of compensation and motivation on the performance of college lecturers private sector in Bandar Lampung. The performance of lecturers is very decisive and becomes one of the benchmarks in the success of a tertiary institution, which is the task of lecturers contained in the Tri Dharma of Higher Education namely carrying out educational and teaching activities, research activities and community service. Many factors can affect lecturer performance; internal factors such as competence, knowledge possessed by lecturers, work motivation, attitude of accountability, and others. There are also external factors, namely the work environment, leadership style, training, or compensation received. Motivation is very important because with the motivation of the employees to work hard and enthusiastically, the employee's performance will be maximal and the company's goals will be achieved. Providing compensation is expected to motivate employees, and not only giving compensation can increase company performance but motivation can also have a positive impact on employee performance.

While the majority of the members of the National Intramural-Recreational Sports Association work at the community college, college or university level of higher education, there exists at the elementary and secondary level of higher education an untapped area of recreational sports development. Why intramural sports remains at this relatively low level of participation and resource allocation is more than likely the result of a combination of factors. This article examines the components and benefits of a properly organized, funded and supported intramural sports program. Intramural sports programs at the elementary/secondary levels need three basic components in order to be successful: (1) Student involvement; (2) Assistance from the school staff; and (3) Cooperative efforts from the school district. The effective and efficient intramural sports program results in the development of character and leadership among the participating students and leads to a commitment to a lifetime of physical activity.

The purpose of this study is to examine how interconnection practices in management, policy, planning and leadership studies are focused on quality management practices set out in the SPMI at the Universitas Pasifik Morotai (UNIPAS) Quality Assurance Institute (LPM). The research method used in this study is qualitative research. Data needed in this study are primary data and secondary data. The primary data source is the Chairperson of the Universitas Pasifik Morotai (UNIPAS) Quality Assurance Institute as Quality Control and Supervision at the Universitas Pasifik Morotai (UNIPAS). Quality documents as secondary data sources. Quality Assurance, is a proof of Universitas Pasifik Morotai’s commitment to develop a quality culture. The SPMI policy is a written documentation containing an outline of an explanation for understanding, designing, and implementing SPMI in the administration of higher education services to the community so that quality culture is realized. The quality management process at the Universitas Pasifik Morotai (UNIPAS) shows that the four elements of the interconnection of management studies, policy, leadership and planning have a very strong link in the administration of higher education activities at the Universitas Pasifik Morotai (UNIPAS).

Servant leadership has been one of the most preferred styles of leadership in education due to its underlying principles. This exploratory study aimed to examine the university teachers’ use of servant leadership principles by students’ reported experiences. It utilized a mixed-method approach. A questionnaire was sent to 111 college students after conducting a pilot, passing the reliability test, and applying sample size formula. The semi-structured interviews were also taken from 11 participants who were sophomore and junior students in the English Department, Faculty of Letters and Humanities. The data was analyzed through color-coding, thematic and statistical analyses. This study narrowed its scope by only focusing on the principles of listening, persuasion, commitment to the growth of others, and community building. It tested the correlation between these principles and examined the relationships between the reported use, gender, and schooling years. The results revealed that the practiced servant leadership principles were pretty at a high level except for the commitment to others’ growth principles (M= 3.6). It also found that gender was not a robust predisposing factor, whereas years of schooling influenced the students’ reported experiences about their teachers’ use of servant leadership in the classroom. The principles also proved to be correlated after conducting the Pearson correlation test. The study concluded with suggestions and further implications that could improve the quality of instruction in the classrooms and educational institutions. It is highly suggested to establish leadership centers in both public and private higher education institutions to provide various leadership trainings for students, teachers and staff to enhance the quality of education.

Purpose – The purpose of this paper is to capture challenges faced and lessons learned when implementing Lean in higher education. Design/methodology/approach – During 2010-2014, faculty, staff, and administration from three community colleges and four four-year universities attended Educational Lean workshops. Semi-structured interviews were conducted with the administrators who originally sought the training opportunity or their designee who coordinated Lean events. Findings – The paper provides insights from seven colleges and universities who have experience with implementing Lean in higher education. Organizational and personal elements are identified and discussed along with seven critical reflection questions to consider before implementing Lean. Research limitations/implications – Further research is needed to understand the role of the senior leadership team when implementing Lean as a continuous improvement strategy. This research provides some insight, but is limited to the factors identified by the seven institutions. Practical implications – The findings of this study can be used to assist higher education institutions considering a Lean initiative. Critical reflection questions include: Who will oversee the Lean initiative? How will human and financial resources be allocated? When and how will professional development opportunities be offered for senior leaders, facilitators, and employees? How will facilitators continue to develop their skills? How will projects be selected? How will Lean thinking be introduced into academic departments? Originality/value – This provides original research in the area of implementing Lean in higher education and its concurrent challenges.

One of the elements in the implementation of Higher Education is a lecturer. Lecturers are academic staff who are tasked with carrying out the Tri Dharma of Higher Education which includes education, research, community service. Lecturers who excel are entitled to be selected and get promotions and awards according to their academic performance. Therefore, we need a calculation method that can be used as a media for performance appraisal of outstanding lecturers who can facilitate assessment. This assessment includes performance appraisal which includes commitment, integrity, service orientation, discipline, cooperation, and leadership. In addition to the criteria, the assessment also includes the Employee Performance Target (SKP) assessment. This Employee Performance Target is in the form of a total assessment of lecturer performance. Two criteria, namely performance and SKP will be used as guidelines in the calculation of the selection of outstanding lecturers. Samples were taken as many as 20 lecturers at the Sriwijaya State Buddhist College in Tangerang. The simple additive weighting method is effectively used in the selection of outstanding lecturers with an assessment limit of more than 0.88. Of the many candidates, there were three lecturers with sufficient performance and SKP, with grades 0.922, 0.88, 0.94. So that the highest achieving lecturer with the highest value is 0.94.

A parallel system of inclusive and special education persists in Ireland despite attempts to move towards integrated provision for students with Special Educational Needs and Disabilities (SEND) along a flexible continuum of support. Even in mainstream schools, duality exists and discrete delivery of special education continues to create ‘siloed’ approaches to education for some students. This paper outlines a research and knowledge exchange initiative involving a higher education institution and a management body for post-primary schools in Ireland attempting to develop integrated, school-wide, systematic and collaborative approaches to inclusive and special education. Theoretically underpinned by Hornby’s model of Inclusive Special Education (2015) and a conceptualisation of the SENCO role in the Irish context, a pilot process was implemented to support the development of an integrated response to a continuum of need. A year after initial implementation a review was undertaken. Focus group and individual interviews with SENCOs, Curriculum Leaders and Principals in six schools indicate that the initiative, while still in its infancy, raised awareness about inclusive special education amongst staff and provided data-informed approaches to education. The centrality of leadership in promoting school-wide approaches to inclusive special education also emerged. Finally, the importance of situated community of practice approaches to professional learning were identified as critical to leading change in schools.

Purpose The purpose of this paper is to study the viability of implementing a protocol-guided model designed to provide structure and focus for teacher collaboration from Shanghai in today’s US public schools. The authors examine whether the new model, Teacher Peer Excellence Group (TPEG), fosters the desired key features of productive communities of practice where teachers can jointly construct, transform, preserve, and continuously deepen the meaning of effective teaching. The authors also explore the extent to which existing school conditions – principal instructional leadership, trust, teacher efficacy, and teachers’ sense of school-wide professional community – enable or moderate the desired outcomes. Design/methodology/approach Data for this paper are drawn from a series of surveys administered to teachers from 24 pilot schools in six school districts over two school years. Descriptive and multilevel modeling analyses are conducted. Findings The findings provide encouraging evidence that, given sufficient support and guidance, teachers report higher levels of engagement in deprivatized practice and instructional collaboration. These findings also hold after controlling for key enabling conditions and school characteristics. Social implications The TPEG approach challenges school leaders to take on the responsibilities of helping teachers make their practice public, sharable, and better – three critical objectives in the shift to develop the profession of teaching. Originality/value The indication of TPEG model’s positive impact on strengthening the features of communities of practice in selected public schools provides the impetus for further efforts in understanding the transformational changes needed and challenges ahead at the classroom, school, and district levels.

In recognition of various power systems within and surrounding their classrooms, US women’s studies instructors have for several decades worked to reconfigure the college classroom as an environment that enables all students to testify, thus creating empowered communities and ultimately inspiring the next generation of leaders. As some of the most repeated mantras of feminist pedagogy, these educational goals embody the liberating power of feminist theory and practice. The pedagogical practices employed in attaining these goals typically value experiential knowledge and encourage students to be attuned to various forms of speech and knowledge construction, which are framed through a politics of power and difference. As part of an ongoing conversation about the perils of cooperative learning, independent problem-solving, and peer leadership in higher education, this reflective essay describes one strategy, which I call the four-folder system. This instructional strategy troubles the promises of safety and implied instructor surveillance that so many feminist instructors adhere to, while simultaneously creating a multi-vocal learning environment. The techniques and rationale described may be applied to a range of courses and are not necessarily bound to introductory women’s studies surveys. I propose that given favorable conditions, embracing vulnerability and risk in the classroom better frees our students from the confines of conventional pedagogies used in higher education.

Vice chancellors of public universities in the Southern African Development Community (SADC) region face a myriad of challenges that require research- and data-driven decision-making. This paper presents a decision-making model for college and university leadership - The Two-Way Practitioner-Researcher Loop. This scholarship of practice has the twin goals of developing a knowledge base for college and university leadership and improving leadership practice in the university. The scholarship of practice comprises two “loops”. In the practitioner-to-researcher loop, vice chancellors develop practitioner-defined research agenda to be researched internally by Departments of Institutional Research and externally by members of Higher Education research communities. In the researcher-to-practitioner loop, research findings are communicated back to vice chancellors for immediate application to institutional planning, policy formulation, and decision making. This scholarship of practice develops a knowledge base comprised of both “knowledge for practice” and “knowledge in practice” at the level of university leadership. To build capacity for vice chancellors to craft research agenda and questions emanating from their “knowledge in practice”, we identify internal mechanisms and external associations, training programmes and other forums that provide leadership development and support for these university executives.

Background and Objectives: Burnout rates among American physicians and trainees are high. The objectives of this study were: (1) to compare burnout rates among residents and faculty members of the graduate medical education (GME) programs sponsored by the University of Kansas School of Medicine-Wichita (KUSM-W) to previously published data, and (2) to evaluate the physicians’ feedback on perceived causes and activities to promote wellness. Methods: Between April and May 2017, we surveyed 439 residents and core faculty members from 13 residency programs sponsored by the KUSM-W. The survey included the Abbreviated Maslach Burnout Inventory, two open-ended questions, and demographic questions. The authors used Kruskal-Wallis and Fisher exact tests to analyze the quantitative data, and an immersion-crystallization approach to analyze the open-ended data. Results: Forty-three percent of all respondents met the criteria for burnout, and the overall response rate was 50%. When compared with core faculty members, rates of burnout among residents were higher (51% vs 31%, P<.05). The immersion-crystallization approach revealed five interconnected themes as possible causes of burnout among physicians: work-life imbalance, system issues, poor morale, difficult patient populations, and unrealistic expectations. Promotion of healthy and mindfulness activities; enhanced program leadership; and administration, program, and system modification were identified as activities/resources that can promote wellness among physicians. Conclusions: The findings show that burnout is prevalent among physicians within GME. Wellness and burnout prevention should be addressed at the beginning of medical training and longitudinally. Potential intervention should include activities that allow physicians to thrive in the health care environment.

Abstract A crucial first step in preparing to become an Age-Friendly University (AFU) is seeking endorsement from the campus community and leadership. This presentation describes the mapping of the AFU principles to the strategic plan and initiatives of Western Oregon University, leading to endorsement by its faculty senate, and highlights a study of the older community members’ use of the university, laying the groundwork for advancing age-friendliness on campus. Data were collected through surveys (N=46), interviews (N=9), and photovoice method (N=7) with older adults, and data were analyzed using SPSS, team coding, and intensive group discussion to develop categories and themes. Themes emerged related to how the college campus is used by older adults, the need to promote lifelong learning to the community, and the need to address accessibility issues in order to be more age-friendly, providing helpful insight to other institutions of higher education seeking to join the AFU network.

We’ve all seen the numbers—In 2016, the Institute of International Education (2020) reported a 3% decrease in first-time enrollment of international students in the United States, amounting to nearly 10,000 students. This initial dip, a first since the Institute for International Education began collecting data in 2005, has continued in both 2017 and 2018 (see Table 1). Some in the field have attributed the trend to an increase in the price of education, heightened global competitiveness, and a decrease in sponsored scholarships from key markets. However, many have also pointed to the U.S. political climate following the election of President Donald Trump (Glum, 2017; Rose-Redwood & Rose-Redwood, 2017; Saul, 2018; Smith, 2017). While some international educators have called the impact of Trump immigration policies on international college students trivial, other institutions have noted concerns over the experiences of international students (Deruy, 2017; Pottie-Sherman, 2018). In response to the 2016 election, a number of institutions quickly reacted with messages of support to their international community. Universities across the nation leapt to action. Most notably, the #YouAreWelcomeHere campaign swept the nation, with more than 380 institutions of higher education participating (NAFSA, 2020). With its “America First'” vision, the Trump administration has focused its efforts in three main areas of immigration: border security, interior enforcement, and employment (The White House, 2018). The President has encountered setbacks in achieving some of his goals, but many proposed changes in immigration law have succeeded (Pierce, 2019). Among his most recent actions are presidential proclamations that suspend certain employment-based visas to preserve domestic jobs and support the U.S. economic recovery amid the Coronavirus pandemic. In order to pursue its aggressive immigration agenda, the administration has crafted and adopted a powerful narrative for the American public that has been distributed through digital and news media. It can be argued that this narrative, employed as a tool for supporting policy change, has had an impact on the feelings of safety, security, and belongingness for many people, including international students and scholars in the United States. The Narrative Policy Framework (Shanahan et al., 2018) argues that stories are integral in shaping the entire policy cycle, from agenda setting through implementation. It acknowledges a narrative’s four main structural elements: setting, characters, plot, and the moral of the story. Beyond its structure, the Narrative Policy Framework also suggests that policy actors may utilize strategies to move their audiences in one direction or another, serving as a powerful catalyst for change (Shanahan et al., 2018). Burgeoning literature in the field of international student services hints at this connection between an increasingly unwelcoming environment for international students and their growing feelings of insecurity (Bartram, 2018; Mathies & Weimer, 2018; Rose-Redwood & Rose-Redwood, 2017). International student support offices across the world may vary in organizational structure and the range of services they provide, but all share the responsibility of assisting international students in their educational and cultural transition to campus (Ammigan & Perez-Encinas, 2018; Briggs & Ammigan, 2017). As international educators, it is our responsibility to reach across disciplines for tools that help us better understand and serve our communities. While some of us have institutional responsibilities to administer regulatory compliance with shifting immigration policies and procedures, we must also acknowledge that the support model for our students may need to be recalibrated so we can directly address the potential impact of other environmental factors, including political narratives. Below, we offer a few recommendations for administrators and support staff to consider as they bolster support for their international community. Incidentally, these propositions might also be relevant to many non-U.S. institutions that are addressing similar situations and issues on their respective campuses internationally. Provide access to accurate immigration advising. Amid confusion and varying perspectives on changing immigration policies, it is important for designated university officials to remain accessible to students and scholars who seek timely and factual guidance on their visa status and employment options as per official government regulations. Establish an open forum for addressing concerns. Some students, despite struggling to understand the effects of a changing political climate, may experience social withdrawal and hesitate to come forward. Institutions must consider creating a safe and supportive space for dialogue. This also includes regularly assessing the needs and challenges of their students. Partner with service offices, academic units, and student organizations on campus to develop collaborative resources that can help address the overwhelming fears and anxieties among international students and scholars, and ensure their wellbeing and academic success. Develop initiatives with local government and community organizations to create a welcoming home and friendly setting for international visitors. International student support offices can play a leadership role in developing supportive networks and connections with the wider community. Implement culturally sensitive orientation programs and early interventions that support international students during times of high stress to help them with their academic, social, and cultural adjustment to campus. As university administrators and staff recognize the impact of political narratives on the wellbeing of our international communities, it is critical that we remain proactive in providing support services that are intentional and inclusive in nature. Such initiatives not only enhance the student experience but can help advance diversity and internationalization efforts across the institution.

With rising and wide spread expectations that commu-nity colleges will become stronger forces throughout the nation, the stage is now set for these institutions to become even bigger players in the landscape of higher education, economic development and social justice by helping to create a more inclusive, well-educated and engaged citizenry. This article looks inward at what com-munity college leaders, faculty and student services pro-fessionals need to do to transform their institutions into colleges that are truly ready to meet these rapidly grow-ing expectations and to be able to take full advantage of these new opportunities. Four key areas at the institution-al level are discussed that must be addressed in order for community colleges to make substantial and necessary improvements in student learning and development. These include: (1) expanding the definition and under-standing of what leads to student learning and success; (2) realigning and tightly coupling every function and activity at the college to better support student learning and success; (3) confronting the myth that community colleges are innovative and flexible institutions; and (4) instituting a new kind of leadership that is focused firmly on improving student learning and success. There are enormous opportunities waiting for community colleges that will require dramatic transformation and change throughout the organization.

With the world becoming flat with fluid boundaries, engineers have to be global in their outlook and their pedigree. Due to the need for international acceptance of engineering qualification, the incorporation of Outcome-Based Education (OBE) has become common and global accreditation treaties such as the Washington Accord have been ratified. Further, it becomes important, especially for an engineering university with a global outlook preparing its students for global markets, to ensure that its graduates attain the planned outcomes. Additionally, the higher education institutions need to make sure that all the stakeholders, including students, parents, employers, and community at large, are getting a quality educational service, where quality is categorized as (1) product-based ensuring that the graduate attained the planned outcomes and skills, and (2) process-based keeping an eye on whether the process is simple, integrated, and efficient. The development of quality movements, such as Total Quality Movement (TQM), Six Sigma, etc., along with quality standards such as ISO 9001 has been instrumental in improving the quality and efficiency in the fields of management and services. Critical to the successful deployment of a quality culture is the institutionalization of an integrated Quality Management System (QMS) in which formally documented processes work according to the Vision and Mission of an institute. At the same time, commitment to Continuous Quality Improvement (CQI) to close the loop through effective feedback, would ensure that the planned outcomes are attained to the satisfaction of all the stakeholders, and that the process overall is improving consistently and continuously. The successful adoption of quality culture requires buy-in from all the stakeholders (and in particular, the senior leadership) and a rigorous training program. In this paper, we provide a review of how a QMS may work for the provision of quality higher education in a 21st-century university.

To improve online learning pedagogy within the field of paralegal education, this study investigated how paralegal students and paralegal instructors perceived the effectiveness of synchronous and asynchronous online paralegal courses. This study intended to inform paralegal instructors and course developers how to better design, deliver, and evaluate effective online course instruction in the field of paralegal studies.Survey results were analyzed using independent samples t-test and correlational analysis, and indicated that overall, paralegal students and paralegal instructors positively perceived synchronous and asynchronous online paralegal courses. Paralegal instructors reported statistically significant higher perceptions than paralegal students: (1) of instructional design and course content in synchronous online paralegal courses; and (2) of technical assistance, communication, and course content in asynchronous online paralegal courses. Instructors also reported higher perceptions of the effectiveness of universal design, online instructional design, and course content in synchronous online paralegal courses than in asynchronous online paralegal courses. Paralegal students reported higher perceptions of asynchronous online paralegal course effectiveness regarding universal design than paralegal instructors. No statistically significant differences existed between paralegal students’ perceptions of the effectiveness of synchronous and asynchronous online paralegal courses. A strong, negative relationship existed between paralegal students’ age and their perceptions of effective synchronous paralegal courses, which were statistically and practically significant. Lastly, this study provided practical applicability and opportunities for future research. Akyol, Z., & Garrison, D. R. (2008). 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This study was conducted to investigate perceptions of a dignified death among elderly veterans using homecare in South Korea. This study was a descriptive survey. The subjects were 161 elderly veterans using the homecare service of a national veterans’ hospital for 1 year or more. Participants’ demographic, illness, and care characteristics and perceptions of a dignified death were analyzed using descriptive statistics, t test, and analysis of variance (ANOVA). Participants’ mean dignified death perception level was 3.18 on a 4-point Likert-type scale. Participants who received medical services free of charge had higher perceptions of a dignified death than those who had to pay. Having at least a college education, having above-average economic status, and being cared for by spouses or professionals were associated with higher perceptions of a dignified death. Participants’ perception of a dignified death differed by socioeconomic factors rather than disease characteristics. Therefore, to improve perceptions of a dignified death among elderly veterans using homecare services, it might be necessary for the state to assume greater responsibility for their medical expenses, to build better community-based end-of-life care systems, and to promote health and welfare policies for dignified death–oriented social infrastructure.

The primary health care approach to public health stresses recognition of economic, political, and social determinants of health. In practice, briefly trained community health workers provide people with education and health care, but they require sound supervision. Such tasks of leadership require higher education. This demands more schools of public health of independent status, as well as stronger departments of community medicine within schools of medicine. Independent schools of public health throughout the world are much stronger than preventive medicine departments in medical schools, as measured by full-time faculty, scope of teaching and research, and candidates enrolled. To train properly for leadership, such independent schools in the developing world should be multiplied by 12 times to meet the needs. Leadership requires basic preparation in the full scope of public health knowledge, along with skills of effective management.

Internships, externships, field experiences, cooperative work experiences, apprenticeships, practicums—There are probably as many combinations and adaptations of these terms in educational institutions as there are states and provinces in the United States and Canadal Yet all exist for the same purpose: to provide students opportunities to apply knowledge and skills learned in those educational institutions to the real world of work in the hospitality industry and to find out first-hand what a job in this industry really entails. Whether at entry level or supervisory level, students and industry benefit from this sometimes misunderstood, and often mismanaged, practical on-the-job experience. The Ohio Board of Regents, as with other state governing bodies, issues definitions and guidelines for a variety of industry work experiences. These give some uniformity within Ohio two year colleges, but even with this the structure and effectiveness of these experiences differ from college to college. The following chart summarizes the Ohio guidelines: The Columbus State Community College curriculum for Hospitality Management students includes two courses, Hospitality Management Cooperative Work Experiences I and II, requiring a minimum of 20 hours per week in employment during each of two 10-week academic quarters. The student receives two credits for each course. Ninety percent of the hospitality students have worked in the industry, so it is recommended they do not enroll in these courses until their last two quarters. Therefore, they can receive maximum opportunity to apply principles learned in previous coursework and work experience. Until two years ago, our hospitality co-op experiences were loosely structured with varying degrees of benefit to students. It was left almost totally to industry personnel to determine the jobs students would perform. Even though graduate follow-up surveys indicated that graduates felt their required work experiences were among the more valuable aspects of their courses of study, we felt we needed to make some changes to assure that all students were able to grow professionally as a result of the experiences. Our industry advisory committee reached impasse after impasse on essentials such as payment or non-payment, actual jobs to be performed, qualifications of the work site, and critical skills of graduates. It was commonly accepted, however, that there must be some opportunity to sharpen skills in human relations, communication skills, and problem solving if students are to become effective first-line supervisors. It was reinforced that the college cannot teach everything in two years and that we should rely on applied work experience to supplement the formal education. The community colleges offer open access, and the profile of the student differs from the traditional college student in the baccalaureate program. This must be considered in outlining requirements for an industry work experience. The student is usually from the local area and commutes within a 30 mile radius, is an adult learner who averages 27 years of age, is likely to have a family and financial responsibilities, and is already employed at least part-time and probably full-time. It is unrealistic to assume one can take this student away from a job necessary to pay the bills and require a non-paid or lower paid experience strictly for the educational benefits to be derived. A compromise was finally reached with our advisory group and it has worked well for students and for industry. A student already employed in a hospitality job may stay at that site—even continue to perform the same job duties at the current rate of pay, but additional opportunities are created. At the beginning of each quarter the instructor, student, and job supervisor together examine a set of expected educational program outcomes or competencies and evaluate the current strengths and weaknesses of that student. An individualized learning contract is negotiated to supplement and reinforce the expected outcomes based upon each student's career objective. Training objectives for the student are then established which can be achieved either within the current job, by transfer to another department within the organization, or by allowing the student to gain additional experience at the same site on a non-paid basis over and above the regular job for which the student would normally be paid. This assures that there will be career growth, and the student maintains the planned income. At the same time it does not place an unrealistic expectation upon the employer. Industry personnel are most cooperative, and rarely would a student need relocation. The instructor has weekly contact with each student in a seminar accompanying the co-op experience. In this seminar students discuss experiences and observations and there is further opportunity to participate in case studies and supervisory skill development. Unless problems develop, the instructor often makes interim follow-ups by telephone only, and will return to the site only for the final evaluation session with the student and supervisor. A grade is determined jointly by the instructor and supervisor including scores for job performance, achievement of established training objectives, and seminar participation. In those infrequent instances where a student was not already employed, job seeking skills are part of the co-op grade determination. Assistance is given by the instructor and college job placement personnel, but the student is ultimately responsible for obtaining employment. A student does have the option for a non-paid experience, arranged by the college, in which case there will be a set rotation of job stations within an organization. This required a more specific work schedule and a formal agreement outlining responsibilities of the student, college, and work site because of the liability involved. Instructor workload for coordinating work experiences is calculated by assigning one contact hour per week for the seminar and one quarter contact hour per week for each student enrolled in the co-op course. The college full-time faculty workload is 20 contact hours per week. One faculty person is assigned organizational responsibility for the seminars, but the student follow-up is completed by each student's faculty advisor. This works well because it gives all faculty the opportunity for interaction with industry personnel and provides variety in the teaching experience. And, of course, the advisor who has worked closely with the student through his or her academic career knows that student's abilities and needs best. What is the future of internships? Whether credit or not-for-credit, whether paid or non-paid, whether tightly, loosely or non-structured, industry internships are her to stay. Graduate surveys reinforce the fact that students find them invaluable. Industry personnel agree that applied work experience should supplement and reinforce classroom learning. There is no doubt that the experiences could often be better structured and executed, but they cannot be replaced! For the past several years, college educators have participated in serious discussions and conducted studies about the quality of American higher education. The American Association of Community and Junior Colleges (AACJC) has assumed leadership in the focus on assessment and outcomes of students' educational experiences. The emphasis on “value-added” education and assessment programs has pervaded our campuses. It is crucial that the education experience adequately prepare students for the workplace and for career mobility. The question arises as to how to measure whether a program actually meets this objective. An AACJC Policy Statementon Student Assessment suggests that colleges will be better able to meet diverse population needs and improve the overall rate of student success if they provide a comprehensive assessment program for all students using effective measures and tools. It suggests that traditional testing alone is inadequate and other appropriate measurements of program strengths and weaknesses must be developed. It is possible that at least one industry work experience or internship course, if taken during a student's last academic term and based on agreed upon objectives and mastery standards, could serve as a summative assessment measure to determine the effectiveness of learning that has taken place over the student's entire program. It could perhaps serve as the “capstone” course. As we grapple with this and other issues, perhaps the CHRIE Internship Technical Committee can delve into how we can more effectively make the industry internships an integral part of the teaching and learning process.

The concept of inclusive leadership tends to be understood from different perspectives and contexts. However, there is a consensus that inclusive leadership has proven to be one of the effective leadership styles for ensuring sustainable development. Clearly, this is embedded in the leaders’ ability to recognise bias, demonstrate an open mindset, and most importantly have the ability to acknowledge and empower others, especially those at sub-managerial level who are mostly in touch with the realities of policy implementation within an institution. While studies have proven the impactful role of middle-level management towards organisational performance, it was clear that the middle-level management at the universities are those set of leaders that are usually in full engagement with the university community including lecturers and students, thereby making them wholly responsible for the implementation of university policies at micro level. However, this class of leaders seems to be excluded or not fully recognised in deliberating and taking managerial decisions in the university leadership. Consequently, the intention of this paper is to critically conceptualised the six empirically acknowledged concepts of inclusive leaders and leadership framework by Bourke and Dillon which are courage, commitment, cognisance of bias, curiosity, cultural intelligence as well as collaboration and fully contextualised them in higher educational institutions with respect to straightening the relevance of middle-level management in leading universities.

ABSTRACTIn order to provide students with the training required to meet the substantial and diverse challenges of the 21st Century, effective programs in engineering, science, and technology must continue to take the lead in developing high-impact educational practices. Over the past year, faculty across several departments collaborated in the establishment of a campus 3D printing and fabrication center. This facility was founded to offer opportunities for exploring innovative active learning strategies in order to enhance the lives of Wabash College students and serve as a model to other institutions of higher education. This campus resource provides the infrastructure that will empower faculty and staff to explore diverse and meaningful cross-disciplinary collaborations related to teaching and learning across campus. New initiatives include the development of courses on design and fabrication, collaborative cross-disciplinary projects that bridge courses in the arts and sciences, 3D printing and fabrication-based undergraduate research internships, and entrepreneurial collaborations with local industry. These innovative approaches are meant to open the door to greater active learning experiences that empower and prepare students for creative and practical problem solving. Furthermore, service learning projects, community-based opportunities, and global outreach initiatives provide students with a sense of social responsibility, ethical awareness, leadership, and teamwork. This paper shares initial successes of this effort and goals for future enrichment of student learning.

Institutions of higher education prepare and develop students for the workforce, and in the coming decade, the challenge of workforce preparation will increase as the current workforce is retiring during a time of economic growth. Traditional higher education practice tasks faculty with developing appropriate curricula for students that will adequately prepare them for employment and leadership within an organization, but often this development lacks direct industry input into course content and design resulting in a gap between industry needs and graduate skills. This study addresses both current and perceived future educational and leadership needs of a workforce in an 11 county region in the north central United States. It explores potential strategies for mitigating the skills gap as it relates to organizational leadership skills, the evolving roles of faculty, and curriculum design and application, and develops a community alliance model for business, leadership, and education.

Alexander Astin gives an update on what the Higher Education Research Institute at UCLA is learning about volunteerism and community service on campus. What promotes participation? Who benefits? How does participation affect leadership development?

Social accountability has become an important philosophy driving the development of health professional education which is responsive to the needs of the wider community. Although the inention to be socially accountable is usually expressed at the level of the institution, the institution’s educational mission is carried out largely by its faculty. Moreover, while the actions of a socially accountable educational institution have been well described, what individual faculty should do to support such a mission is much less clear. This paper summarises the literature surround community-responsive education and makes recommendations regarding how faculty should act to support social accountability including a commitment to community-service as a professional value, seeing oneself as part of the wider community rather than distinct from it, being actively community engaged, measuring success by means of community impact, and being involved in the internal governance and leadership of the institution.

Purpose – The purpose of this paper is to compare the program design of a sustainability leadership certificate to participants’ perceptions of their in-program learnings and competencies development. The authors present the results from the analysis of one program evaluation component, a survey, which was delivered before the program start and at the program end. Design/methodology/approach – The authors describe key design elements of a sustainability leadership certificate, which was framed around five key sustainability competencies. Using a pre/post self-assessment, participants (n = 32) selected their level of confidence and competence in each of the key sustainability competencies and completed open-ended questionnaires. Quantitative data were analyzed using a Mann–Whitney U test, and qualitative data were transcribed and coded using a grounded theory approach in NVivo 10. Findings – Based on the survey feedback, the program participants were generally excited by the program’s experiential format and supportive community. They felt that they had improved their confidence and competence in the key sustainability competencies. Three themed clusters, community, future and personal development, emerged from the participants’ open-ended responses. This supports the program design and can inform further program development. Practical implications – The third theme, personal development, is notable, as it is not a typical focus of sustainability in higher education, but held high importance to participants. This strong resonance with participants suggests that sustainability programs should consider the role of the self to foster the development of key sustainability competencies. Originality/value – The program’s focus on “personal” was intentional in the program design. Based on participants’ feedback, the inclusion of personal development exercises was a critical element for successful sustainability leadership development.

This study examines a teaching-oriented higher education community which undertook a major programme of change when planning a new campus and redesigning its pedagogics. This is a single case qualitative study based on in-depth interviews of community members and field observations and using activity theory as an analytical framework. It is suggested that instead of merely being a rhetorical tool of senior management, distributed leadership can be practised in higher education communities for the benefit of the learners, the teaching and administrative staff and the local community. The study emphasises the importance of the joint sense making of the pedagogical approach in the creation of distributed leadership practices in a teaching-oriented higher education community. It also highlights how higher education students may take an active role in a work system characterised by distributed leadership, and how the infrastructure of a campus building may support distributed leadership.

This document traverses through a series of genealogical stories that span close to a century to provide context to higher learning, education, and development. The stories of elders help us re-member their dreams, re-frame the process for growth, and re-imagine the possibilities for development at the self, organizational, and community levels. Grounded in a community context, the authors present the history of people, place, and work as they learn to become more effective educators.