Acquisition and Development of the American Association of Community Colleges' Competencies for Community College Leaders


Author/Creator ORCID




Department of Educational Professions


Doctor of Education, Educational Leadership (Ed.D.)

Citation of Original Publication


The author owns the copyright to this work. This item may be protected under Title 17 of the U.S. Copyright Law. It is made available by FSU for non-commercial research and education. For permission to publish or reproduce, please contact the author.


Community colleges are facing a severe shortage of qualified leaders that may threaten the stability of these institutions. Seventy-five percent of community college presidents and a large number of senior administrators are planning to retire within ten years (AACC, 2013; Boyd, 2010; Shults, 2001). The American Association of Community Colleges (AACC) addressed the leadership crisis in 2003, and again in 2012, by creating a framework that identified five key competencies that every community college president should possess. The competency areas are 1) organizational strategy; 2) institutional finance, research, fundraising, and resource management; 3) communication; 4) collaboration; and 5) advocacy. The AACC publication, Competencies for Community College Leadership, addressed the skills community college presidents need, but it did not address how presidents acquired and developed those skills. This study uses a phenomenological design to discover the ways current community college presidents acquired and developed their skills with the AACC competencies.