A conceptual model of systems thinking leadership in community colleges

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dc.contributor.authorDavis, Anne Powel
dc.contributor.authorDent, Eric B.
dc.contributor.authorWharff, Deborah M.
dc.date.accessioned2020-02-24T16:23:37Z
dc.date.available2020-02-24T16:23:37Z
dc.date.issued2015-08
dc.description.abstractThe pluralistic and often competing goals of myriad constituents, the changing demographics of students, the uncertainty of funding, and the growing demands for accountability from stakeholders have increased the complexity of systems which community college leaders must manage. Emerging from the recent literature on community colleges is a call for new models of leadership in the context of leading in an increasingly uncertain and complex environment. Systems thinking offers a means to help leaders respond to these growing organizational complexities and move leadership from a traditional bureaucratic model to a more adaptive model. A systematic review of literature on systems thinking’s application to organizational performance in higher education was bolstered with evidence from healthcare. Findings revealed three reoccurring ways in which leaders apply systems thinking processes for improving organizational performance. A conceptual model for systems thinking leadership is proposed in which the three processes, characterized as discovery, framing, and action, can be enacted either individually or sequentially for enhancing organizational performance. The model draws upon boundary critique, critical systems thinking, systemic intervention, total systems intervention, systems dynamics, soft systems methodology, complexity theory and complex adaptive systems, yet uses language more readily identifiable to community college practitioners.en_US
dc.description.urihttps://ezproxy.stevenson.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=psyh&AN=2015-03242-001&site=eds-live&scope=siteen_US
dc.format.extent21 pagesen_US
dc.genreJournal Articleen_US
dc.identifierdoi:10.13016/m2ghyo-2wta
dc.identifier.citationDavis, A. P., Dent, E. B., & Wharff, D. M. (2015). A conceptual model of systems thinking leadership in community colleges. Systemic Practice and Action Research, 28(4), 333–353. https://doi.org/10.1007/s11213-015-9340-9en_US
dc.identifier.issn1094-429X
dc.identifier.issn1573-9295
dc.identifier.urihttp://dx.doi.org/10.1007/s11213-015-9340-9
dc.identifier.urihttp://hdl.handle.net/11603/17365
dc.language.isoenen_US
dc.publisherSystemic Practice and Action Researchen_US
dc.subjectCommunity Collegesen_US
dc.subjectHigher Educationen_US
dc.subjectLeadershipen_US
dc.subjectSystems Theoryen_US
dc.subjectCollegesen_US
dc.subjectSystemsen_US
dc.subjectTask Complexityen_US
dc.subjectThinkingen_US
dc.subjectUncertaintyen_US
dc.titleA conceptual model of systems thinking leadership in community collegesen_US
dc.typeTexten_US

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