| This study investigated the process by which community college trustees mediate between internal and external environments, and offers a theoretical model that illustrates how community college trustees relate their institutions to their communities and their communities to their institutions.; Using the qualitative tradition of grounded theory, data was triangulated from interviews with community college trustees and their presidents, as well as from institutional documents.; The theory that emerged proposes that trustees serve as conduits or two-way channels between their colleges and stakeholders. The conditions that were found to cause this phenomenon were (1) expectations that trustees ensure that the needs of students and the community are met, and (2) feelings of accountability to the public. Several contexts and conditions facilitated or influenced the strategies trustees selected to manage their conduit roles. The strategies included informing, promoting, advocating, connecting, explaining, and alleviating conflict. The selection and use of the strategies led to six outcomes: (1) a positive image of the community college, (2) validation, (3) personal rewards, (4) diminished personal or political agendas, (5) agendas for further action, and (6) partnership building.; This study found that community college trustees make significant contributions to the institutions they serve when they mediate between the internal and external environments of their communities. When trustees mediate, they not only respond and react to trends and expectations, but by listening and conveying information they enable their colleges to better meet the needs of their constituents, help their communities prepare for the future, and gain support for their community college.; The dissertation provides a discussion on the study's implications for community college presidents, trustees, organizations that provide services to community college trustees, and the higher education literature. It suggests that presidents are in a good position to foster a board culture that promotes positive mediating behaviors, that trustees can take a strong role in building a board culture that reinforces positive mediating behaviors, and that organizations that provide services to trustees should consider broadening the traditional roles and responsibilities of trustees. The author puts forth propositions or hypotheses for further discussion, debate, and scientific discovery. |
