Leadership Transitions: Preparing Faculty and Staff for Leadership Roles at Volunteer State Community College

Abstract

This project sought to find ways to create viable candidates for leadership positions within Volunteer State Community College (VSCC) as concerns have been noted in regard to the upcoming retirement of many of their faculty and staff and the institution feels unprepared with the quality of internal candidates to be promoted into leadership positions. Research was conducted to determine how leadership was perceived and what professional competencies were needed to be considered for leadership roles. Through surveys and interviews, it was found that VSCC holds a strong emphasis on knowledge and skills among their leaders while also having the ability to influence processes. Through literature, competencies on must have to be considered for leadership roles were defined. However, interview data revealed a lack development opportunities readily available. It was further discovered that while employees want to move into leadership positions, they simply do not have a clear path to do so. Therefore, recommendations such as a career pathway, structured professional development, and a mentoring program be developed to assist in faculty and staff improving their skills Assessment and continuous improvement are key to the success of these recommendations. Adding to their already strong culture, VSCC can encourage faculty and staff to be both innovating and creative in problem solving. Further, by encouraging a mindset of continuous learning, creative thinking, and increased innovation, VSCC will likely increase the chance of retaining quality faculty and staff, creating a pipeline of emerging leaders, and creating a more engaging workplace.