Higher education learning entails education provided or disseminated by higher learning institutions such as universities, colleges, as well as other significant institutions that award academic degrees, (Allen, 2007). In this case, the higher learning institution under consideration is the Career Higher Education Institution. Any higher learning institution, as well as higher education itself, entails or incorporates both the undergraduate (mainly offered in colleges) and the graduate or post-graduate academic levels (duly offered in universities). The type of education offered in these institutions is mostly professional education with strict conformity to professionalism or vocational orientation. However, a good or successful higher learning institution such as the Career Higher Education College makes use of a strategic location. In essence, the community or location in which the college is situated determines the success of the institution in relation to ease of access and support from the community.
A successful strategy requires not only a competent external environment such as that of a supportive community but also requires an optimal internal environment. A competent internal environment means a functional and well-organized student’s body, skilled, and well-structured faculty as well as a strong-willed and visionary administration or management. Incorporating all this in an institution translates into success in terms of proliferation in the number of students joining the institution both locally from the community and outside the community. The most fundamental and pivotal precept that should never lack from the institution is top-notch leadership. In this case, leadership in all of its dynamics is crucial, and as such, the president of any higher learning institution such as Career Higher Education College should exhibit prowess in not only leading the students but also the faculty.
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Leadership by definition is the ability of an individual to influence others positively towards the achievement of individual goals of the organization. To this end, a leader such as the president of a college should be able to duly identify the problems existing within the internal environment as well as the external environment and duly provide forward-minded solutions strategically acceptable to the community as well as the administration inclusive of the students. In fact, the leadership skills, competencies, or strategies applied and implemented by the leader should be geared towards better performance of the institution education-wise. In this regard, this paper is aimed at providing meticulous discourse on the roles, objectives, as well as the challenges of a new campus president at the Career Higher Education College. The paper is largely based on creativity putting the spotlight on the campus president with regards to how he circumvents and articulates the prompts provided in the assignment.
Setting of the Educational Community
The setting of the educational community matters and as previously mentioned determines the success of the higher education institution. As such, as the new president of the Higher Career Higher Education College, a suitable location for the institution will be an area with historically few cases of insecurity coupled with a moderate-to-high population of students’ of college-going age such as Scottsdale. The selected community surrounding the Career Higher Education College is one with a healthy competitive environment given the fact that the neighborhood has good schools which attract not only families but students. In addition, the community is one with access to various fundamental amenities, services, events, and activities that promote both entertainment and learning. Ranked as one of the most sought for cities in the United States, Scottsdale household income is high meaning families can afford the higher learning education offered by the Career Higher Education College (Berkshire Hathaway, 2017).
In terms of the student body and its demographics, the emphasis is on traditional hierarchy and vertical integration. In this accord, the Career Higher Education College’s student body is divided into five organs; the Executive Organ, the Management Organ, Representative Organ, Teams and Committees, and Council Organ. All the student leaders within the five organs are elected by the Career Higher Education College students in a single general election event annually. To this end, the executive organ consists of two individuals who are the top leaders who not only provide leadership but also guidance to the rest of the student body. As such, the executive organ is duly made up of the president and the vice president. On the other hand, the management organ is comprised of ten members referred to as directors whose main mandate is to oversee the college’s academic projects, manage the student life, as well as the college services and resources as allocated by the school faculty. The ten members include the chief of staff, Director of Academics, Director of Student Life, Director of College Services, Director of Task Forces, Director of Events, Director of Finance, Director of Communications, Director of Student’s Outreach, and Director of Sports and Entertainment. Essentially, this represents the bulk of the student body.
The Teams and Committees organ comprises of Undergraduate Organizations Committee, Communications and Programming Teams, Business Teams, Events committee, and the Board of directors. This organ is mandated with providing fundamental support to the operations of the student body with a more devolved function. Given the fact that the Career Higher Education College is comprised of four-year classes, that is; first-year class (freshmen), second-year class, third-year class, and fourth-year class (seniors), the Representative organ is composed of 4 representatives. The four representatives act as student ambassadors to the student body duly forwarding their issues and agendas. Finally, the Council Organ as part of the student body is the lowest organ of the body that has subsidiary bodies derived from each class. The subsidiary bodies are made up of 5 members each ultimately bringing the totality to 20 members in the Council organ.
The internal educational community environment of the Career Higher Education College cannot be complete without the administrative faculty. Given that the population projections of the college indicate a 5 percent proliferation in students in the next two years, the administration’s goal headed by the president is to improve the faculty-student ratio. To this end, the desirable ratio is one faculty member to ten students (1:10). It must be noted that a faculty is a body or a collection of professors who are mandated with teaching courses to students (Seraphin, 2017). Due to its wide collection of professors, the faculty’s minimum education achievement is Masters level. This is fundamental due to the fact that dissemination of quality education is a priority and a core objective of the college. However, the faculty professors are divided into two major categories signifying their responsibilities within the institution. As such, the first cohort is that of adjunct professors. These are part-time professors in the college hired on a contractual basis depending on the demand for particular courses in the college.
One of the significant reasons for the proliferation of students in the college has been the provision of additional courses in the institution especially those related to IT and computing. Given the increased number of demanded courses and students, the number of adjunct faculty members hired by the institution will increase as well. To this end, the institution is looking forward to bringing the total number of adjunct professors to 10 which approximates to 29% of the entire faculty. The second category of the faculty is the tenured professors who are hired on a full-time basis by the institution. This group of competent individuals is overly mandated with teaching the main courses of the institution. The composition of the group is 20 members occupying the lion’s share of the faculty (57%). However, despite the faculty being divided into two main categories, there is a third group of faculty members referred to as teaching assistants unrecognized in either category. Technically, these individuals are teachers but are still undertaking their studies to meet the threshold of employment. Other than imparting knowledge to the students, teaching assistants undertake the duty in a bid to pay for their higher degree programs. To this end, the institution will incorporate five of these individuals in the faculty who will be pivotal in assisting in the junior classes. Statistically, the teaching assistants will occupy 14% of the entire faculty population completing the internal environment of the college.
Major Leadership Theories
A leader especially in a career college environment is not only a servant but also fulfills fundamental obligations of guiding and influencing educators in an administrative setting. Application of the leadership theories not only depends on the position in which the leader is in but also the context and setting in which the leader works. Specifically, leadership theories and styles in a career college environment depend on factors such as the culture of the school, the size of the school, number of staff members, capability, and the president’s personality.
As such, the first major leadership theory or style is the authentic leader. This type of leader is often genuine, self-aware, and leads with his or her heart. In essence, salient tenets such as the goals and mission of the institution are prioritized above self-interests of the leader. Under this theory, the leader considers both long-term and short-term results or objectives of the institution as well as how they affect the students and their learning. A college president under the influence of this theory is not afraid of connecting with teachers, students, or parents. He or she is never scared of exhibiting his emotions and vulnerability.
Other than the authentic leadership theory, servant leadership also plays a big role in the management of operations within a career college setting. The fundamental concept of this leadership theory is helping or assisting other individuals and in the process creating and maintaining healthy and profitable relationships with not only the parents but also students and teachers. In essence, the theory conforms a leader to focusing fundamentally on the pivotal needs of the students such as student learning that benefits not only the student but also the institution. As such, the theory does not concern the leader with the traditional leading or being in control. Instead, the leader serves others as well as the institution which in the end translates to good and competent leadership. In a career college setting, the servant leadership theory requires the leader (president of the college) to be more of a listener than a director. To this end, the leader ensures that the educators and the students have adequate and required materials as well as resources to succeed in their respective roles.
Transformational leadership theory is yet another significant leadership style in a career development setting. This theory is particularly fundamental because it involves changing individuals as well as the social systems within that setting. The initiated positive changes subsequently transform individuals by developing them from being followers to leaders. The transformational theory also emphasizes on inter-personal relationships that in turn cultivate motivation, morale, as well as performance within the institution. In a career college environment, the theory seeks to link both the mission and identity of the organization to every individual’s sense or perception of identity. Educators or faculty members in that institutional setting identify such a leader as a role model not only to them but also students thereby inspiring the stakeholders and the institution at large. The inspiration provided by the transformational leader further translates to improved performance of the students, better learning culture of the school, as well as the optimal performance of the faculty.
Transactional leadership theory is closely related to the transformational leadership style only that the former is focused on the running of the institution. This theory emphasizes on calming the storm within the institution in a bid to keep its business afloat. Employment of motivational methods such as discipline and incentives is a major characteristic of the theory specifically meant to motivate both the students and teachers to perform at their best. In essence, a transactional leader relies on giving something in return for getting something else back which most often than not is better performance. Moreover, a transactional leader does not concern him or herself with the future, rather, he worries about what is taking place at the moment based on the environmental factors within and around the college (Clint, 2017).
Distributed leadership theory is the last fundamental theory or leadership style relevant in a career educational environment. This theory involves devolving responsibilities to all stakeholders and not just a few individuals in specific leadership positions or roles. Distributed leadership theory significantly values the roles and capabilities of others to foster change as well as improve the fundamental aspects of the institution. Further, the leadership theory relies on expertise drawn from all the sectors or levels of staff within the institution rather than depending on the formal leader thereby improving student learning. Ultimately, according to the theory, expertise is superior to experience which constitutes good leadership.
Philosophy of Leadership
Contrary to debates that portray leadership as an earned position of power, as the president of a career educational institution, it is prudent to comprehend that leadership is a privilege which not only directs but also inspires others to attain the vision as well as the goals and objectives of the institution. To this end, the most crucial organ of a learning institution is its staff. As the president of the college, it is prudent to create a good and personal rapport with the staff as well as support them in developing their profession. In this case, supporting the staff includes recognizing and applauding the achievements of the staff. In the accomplishment of this vital fact, approachability is key thereby fostering feedback as well as the free-flow of information. Additionally, the leader needs to empower others either in their duties or in making decisions thereby fostering the development of future institutional leaders in a career educational setting.
Owing to the importance and perks of the distributed leadership theory, the college president will delegate duties to his subordinates especially those that he or she wants them to undertake. To this end, micromanagement is an unwarranted trait once the duties have been delegated. However, verification is essential. Verification, in this case, involves guidance and critiquing rather than criticizing. Despite the president being approachable, he needs to be steadfast in his decisions in the sense that he does not second-guess his own decisions. In essence, he has to mean what he says and say what he means. He or she needs to lead by example thereby incorporating both the staff and students in opportunities of working side by side. Encouraging creativity, innovation, as well as freedom of expression, will be fundamental. However, these aspects should be in close conformity with the institution’s vision, mission, and values. Traditions are important, but as a leader, one needs to be open to new suggestions and ideas thereby fostering a culture of creativity.
Procrastination is a vice in leadership, and as such, it is important to always communicate decisions immediately to avoid unnecessary confusion. Moreover, compliments and criticism are not to be communicated at the same time. By so doing, the faculty, as well as the students, respect the leadership and trust that it will steer them towards great accomplishments.
Leadership Issues
Issues or challenges appertaining to leadership especially in a career educational setting are common and arise from not only students but also the staff. As such, being a president in a college exposes the individual to these challenges. The Career Higher Education College has recently witnessed a proliferation in the number of students. As such, the inadequacy of resources has become a major problem for the institution. The issue mainly accrues from the fact that most of the students want to access the resources from anywhere in school and at any time (Feldman, 2016). The new students inadvertently stretch the resources of the school especially in terms of infrastructure and their learning materials technology-wise. Lackluster is yet another leadership issue arising from or affecting the faculty. Doing the same thing over and over for years unintentionally creates monotony that leaves the professors unmotivated resulting in the underperformance of the students and ultimately the institution.
The most fundamental leadership theories in the leadership philosophy and model to be used as a guideline in leading the institution include transformational leadership, distributed leadership, authentic leadership as well as the transactional leadership. For instance, in solving the issues raised above, both transformational leadership and transactional leadership theories will be influential. Transformational leadership theory will be crucial in changing the resource allocation mechanisms tailored to the needs of the increased population. On the other hand, transactional leadership will be materialistic in motivating the mundane professors through incentives in return for better performance. Distributed leadership will come in handy especially when delegating the duties to subordinate staff as well as the student body. The guiding model of leadership also involves empathy which in itself is a vital characteristic when dealing with the community. Since the community is made up of parents who are one of the main stakeholders of the institution, empathy as a tenet of the authentic leadership theory is crucial especially in side-lining selfish-interests and putting those of the institution first.
Meeting the Needs of School and Community
Meeting the needs of the school entails catering to the needs of both the students and teachers. As such, new students especially those of color and those from low-income households may have basic psychological needs in regards to physical and emotional safety, a sense of belongingness, as well as connectedness. As the president, developing a strong sense of community within the schools is fundamental in catering for the needs of the students above. In turn, as Schaps (2003) asserts, the phenomenon will satisfy the most crucial requirements of the institution which are learning and development. As mentioned earlier, the increase in the student number stretches the vital school resources due to their need to access the same from anywhere and anytime. Based on this fact, this need can be catered through offering online courses or classes as a delivery modality rather than the traditional classes.
In catering for the need of the community to be included in the school’s decisions and plans, communication and cultivation of meaningful and supportive relationships between the school and the parents are required. The community also expects production of morally upright and intellectual individuals from the college. To this end, entrenching common ideals and ethics in the students through the teams and communities of the student body will ultimately develop good character and good citizenship thereby satisfying the communities need. Moreover, the community, as well as the school, need to be led by a competent leader with a strategic focus as well as excellent problem-solving skills. In response to this need, the theories of leadership such as transformational leadership, authentic leadership, and transactional leadership will be pivotal as discussed in the philosophy of leadership. Additionally, the six-step problem-solving model will be used as an essential means of always making satisfactory decisions free from bias (Free Management Books, 2017).
Campus Master Plan Outline
The mission of the campus master plan is to portray Career Higher Education College as a modern research institution that supports STEM education towards a transformative future. Moreover, the objectives of the plan are to improve and transform the college in terms of student life and academics based on the transformational model or theory. Advancement or maintenance of a sustainable environment is a pivotal objective of the plan as well. The comprehensive and highly integrated plan further seeks to develop a suitable environment optimal for the development of ideas, creativity, and imagination. Based on the previous discourse regarding online learning as delivery modality, it is worth mentioning that the concept is as well a vital precept of the campus master plan especially in driving its transformative agenda. The diversity created by the online classes is important in tapping the educational market outside the institution’s community.
The first part of the plan is distinguishing the campus as a vibrant urban college that is technologically equipped. Achieving this will be possible through livability, accessibility, and amenity provision. What the urban campus further achieves is the provision of a community with a competitive advantage of a walkable, diverse environment that provides a diversified platform for learning, working, and playing. Ultimately, this is achieved through academic engagement, city engagement, as well as neighborhood engagement.
The second part of the master plan is literally taking the campus to the street. The streets that pass through the college should not be considered as means of division but rather connection points. To this end, the streets should be extended or expanded to give accommodation to individuals walking, cycling, or driving thereby connecting the community to destinations within and beyond the campus. However, security should be beefed up in strategic entrance areas to ensure the safety of the students. The closely knit relationship between the community and the campus serves the purpose of popularizing the school epitomizing it as the pinnacle of education and socialization. Ultimately, this increases the number of enrollment and admissions.
Drawing the school community together around shared places is the third salient tenet of the master plan. Communal places discussed above do not necessarily need to be formal, they can be informal as well. As such, the places include student recreation spaces, conference rooms, neighborhood café’s developed through the second strategy above, as well as campus lawns which advance scholarship via social connections. To this end, most of the learning is set to take place outside the classrooms whereby the conversations started in classes are expounded upon in these places then taken back to academic spaces. These interactive locations promote frequent dialogue between the faculty members and the students significantly improving performance.
Finally, expanding the innovation community will be important in increasing the value of the educational process integrating applied learning at the workplace with academic teaching. Achieving this can be done through further integration of research and studying thereby enhancing collaborative thinking and innovation. By bringing the campus to the street, both the campus and the community are integrated into a coherent and completely dynamic environment that is accessible and which fosters innovation. Innovation is crucial given the fact that the institution is looking forward to a transformative future whereby technology is a key component. Furthermore, considering the fact that the college is faced with a proliferation of students, innovation will serve a pivotal role in the distribution of resources especially through online classes and courses as discussed earlier. To this end, the community also needs to be educated and made aware of the innovations as well as the effective sustainability practices to be implemented in the facilitation of the innovations.
Conclusion
The setting of a college is particularly important in determining its prosperity. In this accord, fundamental factors such as security and population should be considered. Other than a functional student body, the faculty is equally important as a vital element of the internal environment. Managing campus operations can be difficult without a proper guiding leadership philosophy duly strengthened by leadership theories and styles such as transformational leadership, transactional leadership, distributed leadership, servant leadership, and authentic leadership. The philosophy, coupled with the theories serve as guidance mechanisms in solving inadequacy of resources and lackluster as leadership issues within the institutional setting.
Every institution and its surrounding community have needs which have to be met and satisfied by the institution through the leader. However, all the needs revolve around the performance of the students and the institution at large. Nevertheless, as an emerging trend, online courses or classes are a significant means of handling and meeting some of the needs, especially those related to the inadequacy of resources due to student proliferation. Ultimately, leadership and presidency of the Career Higher Education College cannot be complete without a campus master plan. The master plan is categorized into four major parts that elaborate the leadership’s forward thinking towards a transformative future. However, as much as the formulation is an important feature in development, implementation is equally more fundamental, and as such, a good leader will always ensure implementation of his plans with inclusiveness.
References
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Berkshire Hathaway. (2017). Scottsdale, AZ. Retrieved from http://www.bhhsaz.com/scottsdale-community-info-arizona.aspx
Clint, F. (2017). What is Educational Leadership? - Concepts & Theories. Study.com. Retrieved from https://study.com/academy/lesson/what-is-educational-leadership-concepts-theories.html
Feldman, P. (2016). Higher education leaders share challenges of the sector. Jisc. Retrieved from https://www.jisc.ac.uk/blog/higher-education-leaders-share-challenges-of-the-sector-27-jun-2016
Free Management Books. (2017). The Six Step Problem Solving Model. Retrieved from http://www.free-management-ebooks.com/news/six-step-problem-solving-model/
Schaps, E. (2003). Creating a School Community. Educational Leadership, 60 (6), 31-33. Retrieved from http://www.ascd.org/publications/educational-leadership/mar03/vol60/num06/Creating-a-School-Community.aspx
Seraphin, C. (2017). The College Administration Hierarchy. College Express. Retrieved from https://www.collegexpress.com/articles-and-advice/student-life/articles/living-campus/college-administration-hierarchy/
