Abstract:
The purpose of this study was to describe the presidential search process at a
newly created community college and to learn how that process reflected the
emerging organizational culture. A single research question guided the inquiry: How
did the presidential search process at a newly created community college reflect the
emerging organizational culture?
To discover this, a naturalistic research paradigm was used. Specifically, a
descriptive case study of the presidential search process at Cascadia Community
College was conducted. The in-depth interviewing method was applied. In addition,
document analysis was conducted and the methods of triangulation, peer debriefing
and member checks were utilized to establish trustworthiness. Data were analyzed
using elements of the constant comparative method and a phenomenological
approach. The following key findings were evident from the study of this case:
conducting an institutional assessment prior to the presidential search was critical in
clarifying organizational values and served as a basis upon which to develop a search
process; it was valuable to have broad-based community constituent involvement in
the presidential search process; due to the interdependent nature of culture and
leadership, the ability of those involved the a presidential search process to articulate
the core values constituting the culture contributed to the likelihood of selecting a
president who matched the needs of the organization; and when selecting a search
consultant it was important to choose one who understood the emerging
organizational culture, values, and vision, and who fit the needs of the college at this
early stage of development.
