|xmlui.metadata.dc.contributor.author||Hellyer, Lyle A.||
|Date of Issue||1975-04||
|Description||249 leaves. Advisor: Dr. Robert L. Whitt||en_US
|Description||The role of the Community College President can be identified from his activities. The manner in which these roles and responsibilities are handled vary with the setting and the individual performing the activity. This study was made to explore the activities
that comprise the role of the Iowa Community College President.
The problem. The problems investigated in this study were:
1) How much time does the president spend in performance of
certain activities during the school year? 2) How much time do the presidents feel should be spent in each of these activities?
3) What activities do presidents feel are most important to their roles? 4) How do presidents perceive their role in each of the
Procedure. A questionnaire identifying sixteen activities of the president was designed and administered to fourteen community
college presidents in Iowa. This questionnaire asked for percent of
time spent in each activity, percent of time that would be desirable to spend in each activity, the rank in order of importance of each activity, and personal data on training and experience. A taped interview with each of the presidents to discuss perceptions and
performance of each of the sixteen activities identified in the study was made.
Findings. Findings included:
1) A majority of the presidents had community college experience
prior to assuming the presidency, but had prior administrative
experience in the public school system. 2) Board-President relationship is a most important task and occupies a considerable amount of the presidents' time.
3) The presidents are highly involved in community affairs.
4) The presidents recognize the importance of institutional
planning and are aware that they are not spending a desirable amoumt of time in this activity.
5) There is a moderate positive relationship between time spent and time desirable, indicating that there is a tendency to
spend more time on functions where more time is desirable for their performance. 6) There is a moderate positive relationship between the perceived importance of various roles and the time desired for performance. 7) Activities that are viewed as more important are usually
performed primarily by the president and activities that are ranked of lesser importance are shared or delegated.
Conclusions. Conclusions were:
1) Although there are many similarities in the actual and the
perceived role of the presidents of the Iowa area community colleges, there are also significant differences. The similarities can be viewed as the result of the initial state structure and the differences
can be viewed as a result of individual differences in the persons and the settings.
2) The roles as determined by the presidents as being more
important are not necessarily the roles that occupy the larger amounts of the presidents' time.
3) The most important presidential role, as perceived by the president, is the development and maintenance of a good president-board relationship.
Recommendations for Further Study.
l) Several of the individual roles included in this study
encompass areas of such breadth that an investigation of a singular role would be quite significant. 2) If a more broad role-function research would be desired, desired, an approach similar to the delphi technique would appear to be desirable.
3) The personal and professional characteristics of the occupants of the presidential chair in given area, or of the total
United States, would provide important data. 4) A study using roles similar to those used in this investigation, but encompassing a larger geographic area, would be quite useful in determining to what extent the individual and the setting
contribute to the overall presidential role function.
5) A study encompassing the managerial skills, with explicit
attention to leadership and decision-making, has never been done relative to the community college presidency, to the knowledge of the investigator. Within such a topic area, innumerable opportunities
exist for research involving these managerial skills in a broad sense, or with segments of these characteristics involving very specific application.||en_US
|xmlui.metadata.dc.relation.ispartofseries||Drake University, School of Graduate Studies;1975||
|Subject||Community college presidents--Iowa--Performance||en_US
|Subject||Educational planning--Education (Higher)--Presidents||en_US
|Subject||Community leadership--Education (Higher)--Presidents||en_US
|Subject||Professional associations--Education (Higher)--Presidents||en_US
|Title||An Inquiry Into the Professional Activities of the Iowa Community College President||en_US