The role of community college chairs in implementing change on their campus: A case study

The purpose of the study was to determine the role that community college chairs play in the change process at two community college areas in a midwestern state. Each college was considered successful within their area, but there were marked differences in how the people at the colleges approached change. By focusing on the chairs, lessons were raised that may be applicable to many community colleges. The two community college areas (and their associated four campuses) were identified from a survey of community college chairs in five college areas in a midwestern state. A qualitative case study methodology was used to systematically study the issues raised in the change process. The study was conducted in three phases. The first phase of the study was a review of related literature in the areas of the approaches to planned change, the evolution of the quality movement, leadership, and the roles played by community college chairs. The second phase consisted of semi-structured interviews conducted on-site during a field study at each of the four campuses. During the third phase, the collected data were assessed to develop a cultural picture of the campuses, determine the use or non-use of quality theory and tools by chairs on these campuses, and determine their roles in implementing change. Research questions examined the characteristics of the colleges and the chairs who worked there; the knowledge and attitudes of the chairs regarding TQM, and the training that chairs had attended. The published works of Deming, Juran, and Crosby, as well as case studies of quality application in industry and higher education, and studies of community college chairs, formed the theoretical foundation for the study. A conceptual framework for proactive change was developed from analysis of the data. Under this framework, visionary leadership drives proactive change in a culture that supports empowerment, teaming, quality focus, and use of data. The results of proactive change are innovation and satisfied constituents