ABSTRACT
In recognizing the changing contexts and environments for community college leadership, this chapter interrogates the extent to which contemporary theories and leadership constructions provide eff ective perspectives on and strategies for leaders of these institutions. Th is examination necessarily includes discussion of the leadership pipeline, how it has evolved (or not) over the last 30 or more years since the explosion of leadership development programs in the early 1970s that prepared administrators who occupied senior positions, and who shaped the climate of college campuses and leader expectations among campus constituents. Th ese factors have, in part, aff ected access to senior-level positions and opportunities for leadership for White women, people of color, those with less traditional backgrounds such as occupational and workforce disciplines, college development, and those without college teaching experience.
