Every individual has some dreams for their betterment, improvement or successful future, but unfortunately only having dreams and goals is not sufficient. There should be practical steps to achieve these goals and aspirations, and these steps and actions demand a different kind of knowledge, skills and talent to become successful. Accepting the benefits of organizational change and knowing the fact that practical steps are needed to make things happen, the next question that may arise in minds is that who will take initiative to bring these changes for organizations.
It has been asked, who will lead the nation’s colleges in the future, especially in view of the impending wave of retirements, coupled with the shrinkage of the pool of prospective presidential candidates (AACC, 2012). The demands for effective college leadership have continued to increase during the first decade of the 21st century. The purpose of this study is to explore and describe the perceptions of senior administrators and college presidents as viewed from one of three presidential career phases such as early, mid-career, or senior of the leadership skills and the characteristics necessary to guide 21st century colleges. A bright future for Extension depends upon having leaders selected for their visionary thinking and guided by nationally defined standards for excellence. Visionary leadership is essential at all levels. The development of a clear vision, along with accepted metrics for excellence, will enable institutions to successfully advance into the future as a system. My reason for selecting these questions was because I feel like with any university closure these three questions are vitally important. They allow you to closely examine the problem at hand and get much needed feedback as to why it happened and what could be done to prevent future closures.
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It is important to determine if the research participant understands the study. Participants should know Higher Education the process of being accredited. The participants should be an employee of the organization and have a working knowledge of what accreditation entails. These individuals will be helpful in determining the organizational structure of said institution at the time of the loss of accreditation and can note any changes in the organizational structure that played a role in its loss. Whether participants are currently affiliated with the institution or not, they witnessed the transition and have experience with the institution, thus having insight on various opportunities for the institution to regain accreditation.
For the purposes of this research, Literature reviewed in this study included material from selected books, journals, and unpublished works. It was the perspective of our group that gaining a degree of insight into the evolution of leadership through a historical perspective would greatly improve the reader’s understanding of the complexity of leadership and of the role of the leader through time. Further, a review of literature from a variety of eras should serve to present a solid framework from which to consider the evolution of leadership theory. In our group we worked cohesively to come up with all necessary parts needed to produce worthy work that aligns with navigating the accreditation and reaffirmation process. This will help identify transformational leadership.
In order to get to the level of success and sustainability the organizations need to take some practical steps. If we are talking about practical steps, they must first think about the organizations and the scholars and do some research that coincides with the organization’s needs. Many authors write massively in this area. At the one end when, Caetano takes the organizational change as a demand of time to remain successful in business (Caetano, 1999).
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