Is It Truly My Pleasure At Interview Shawn Bristle, Bullhead City Campus Dean Of Mohave Community College

This fall is my first semester at “Cougar Nation”. I previously attended Saint Xavier University in Chicago, where I held several leadership roles. At the beginning of my sophomore year (August 2014) I resurrected an inactive organization on campus called the African American Studies Diaspora Club. The organization’s mission is to encourage and celebrate the gift of knowledge, power, and unity existing throughout SXU’s diaspora of African American students. Under my leadership, the AASDC became the premier Black organization on SXU’s campus as well as an excellent service to the Chicago community. My work within the organization allowed me to be blessed with several related opportunities of service to the SXU community. I was dedicated

I am writing today to express my interest in the newly posted Senior Advisor position at Tulsa Community College. I am an experienced advisor with proven skills working with students from diverse academic, socioeconomic, and cultural backgrounds. This position aligns well with both my personal and professional aspirations in college student development.

The concepts of leadership, “to assist people to become more competent, purposeful, and ethical,” (Mission and vision, n.d.), fit within the mission of Siena Heights University because the institution fosters the growth of leaders by incorporating skills outside of the classroom. Educators have long known that a significant portion of student learning in college occurs outside the classroom and that faculty-student interaction is an important part of the college experience. (Cox, B. E., & Orehovec, E., 2007, p. 357). Significant research has demonstrated the importance of interaction between faculty members and students, both in and outside of the classroom (Cox, B. E., & Orehovec, E., 2007, p. 343). Faculty members possess a great deal of knowledge that can be imparted to student. This knowledge could be educational, life skills, and personal experiences that allow the student a contextual view point.

"We believe this organization is the most open, frank, sincere and unbiased group on the campus and to have it continue is our ideal. We know no party lines, we harbor no petty jealousies, we tolerate the indifferent, back the worker, abhor the knocker, and idolize the person who shows that he has the welfare of the University at heart. We idolize him because he possesses these admirable qualities and it matters not to us how he demonstrates it. "In order to keep abreast with the remarkable growth of the school, we believe that the time is ripe for some changes and reforms to take place within the institution but safety and substantial progress does not lie in hysteria and agitation, so we advocate a sane and intelligent appreciation and knowledge of our existing laws, traditions and customs before attempting to improve what now exists. But having a respect for our existing habits and customs that border on veneration, we still believe that academics, athletics, and social conditions can be materially bettered by whole-hearted support and cooperation to the entire University personnel.” (Arizona Daily Wildcat)

At my graduate assistantship at The College of New Jersey (TCNJ), the graduate students from Monmouth were introduced to a few of the key offices that work with Residential Education and Housing. Through this introduction, I was able to meet Kelly Hennessy, who is the current Associate Dean of Students in the Department of Health and Wellness at The College of New Jersey. As a future Student Affairs professional, one of my end goals would ultimately become a Dean of Students, so it was exciting to interview Hennessy and see how she got to where she is today. Originally when Hennessy first started her college years, she thought that she wanted to be a teacher. After working with the professionals in her Residence Life Office and Leadership Office at the University of Buffalo, where she received both her bachelors and master’s degrees, she realized that her passion was no longer teaching, but rather to become the professionals she was surrounded and inspired by every day. Hennessy has worked in Residence Life for majority of her career up to about two years ago when the Department of Health and Wellness first started on TCNJ’s campus.

These principles were reflected during Dr. Neff’s lecture, as it became apparent that the BIC’s core values had greatly shaped her life’s perspective. Dr. Neff encouraged us, current BIC students, to be the individuals to shape Baylor’s culture. She put forward that we have the power and the responsibility to speak up as issues arise, to pursue conversation and initiate change, and to let that be our legacy as we will one day leave the Baylor campus, but never the loving Baylor

The new president of Weston University, Dr. Diana Ball, took over in late 1995, succeeding Dr. Harold Powers. Dr. Powers led the prestigious private university for fifteen years from a human resource frame to tailor the organization to individuals (Bolman & Deal, 2013, p. 16). Moreover, during Dr. Power's tenure, the reputation of once-leading private university in the Midwest diminished. Dr. Power's reputation as a scholar gained him the presidency; however, his leadership abilities fell short in dealing with the faculty. Weston's board outlined the skills needed, which included both academic standing and business acumen, for their new president to restore Weston University's reputation and lead the

Maria Straus, HCC’s Dean of College Readiness and former Phi Theta Kappa adviser was the keynote speaker.

Management of an athletics department is extremely tricky. One must balance different sports, while keeping in mind the importance of certain sports and the importance of others. One must keep focus throughout the programs in general. Not only the function of the facilities, but of the people who maintain them and our student athletes. Along with the general descriptions, one must steady the academic function and NCAA guidelines, keeping the program in equilibrium. In referencing Scehin, caution must be used to set your eyes on one style. The DEC management style, where in the sense that winning is the ultimate objective of your battle, and yelling your point across is the best way of doing this, is not the best style. The Ciba-Geigy style is excellent in communication with lateral movement, however the lateral parts must integrate and perform as one singular unit. However, the hierarchy of family structure is interesting. The subordinates must feel the compassion and understanding of a family structure, but also must recognize the hierarchy of the chain of the command. To call an athletics department a democracy would be a bit much. However, to have a council and discussion then to make a decision based on the collective benefits of all is the way my athletics department would be.

As many of you may know, Mount St. Mary’s University has gone through transformative changes. Many of these changes have challenged the very structure of the university we applied to. President Simon Newman and his administration have taken strides to encourage the Mount community to respect the coming changes. We are told that these changes are necessary for the Mount to become “Mount 2.0.” Though we recognize that change is demanding and testing, we also understand that change is crucial for growth. Amongst these changes that are happening, the Mount is in search for a new Dean of Students. To our astonishment, the current Interim Dean of Students, Ken McVearry, is not being considered for the search. Dean McVearry not only assumed the position

I interviewed Rosemarie LeFebvre, who holds the position of the Associate Dean for the Student Success and Retention. Some of the interview questions she responded were; the department purpose, the department objectives and goals, placement in the student services division, activities of the division, student learning outcomes, and description of the students served, and how they assess the department. According to Rosemarie, the college has witnessed a shift in

For my faculty member interview, I chose my historical perspectives professor, Jim Coons. In conducting the interview, I learned many interesting things about Mr. Coons and gained some insight on his views of college life.

3. A corporate role within the whole school as a ‘middle manager ' in the administrative structure of the institution.

Describe your past and current experiences of leadership, whether in counseling, administration, teaching, ministry, coaching, or learning. How have these experiences contributed to your decisions to apply for this program?

In the “New Vice President” case study, Mid-West University faced a hiring freeze and leadership dilemmas. With the change in executive positions, Jennifer Treeholm, Associate Vice President for Academic Affairs, acquired the new vice president role. At first glance, she was the perfect candidate. Jennifer dedicated her career to improve the overall culture and mission, and she was familiar with the vice president’s duties. Although Jennifer was highly qualified, her previous relations with the staff rendered her ability to lead and make decisions effectively. As a result the college faced stagnant progress from delayed solutions and preventative measures. Thus, the staff began to doubt her abilities as a leader, which caused the previous employee structure to weaken.