The Managerial Roles of Community College Chief Business Officers

Abstract

This dissertation examines the managerial roles and organizational status of the chief business officer in North Carolina community colleges, with the intended purpose of better understanding how the roles are performed. This study is conceptually framed with the managerial role theory of Baker, which was based on the work of Mintzberg. As a qualitative research study, interviews developed through the constant comparison method were conducted with six community college chief business officers (CBOs) in North Carolina, based on the following research questions:

1. How do CBOs perceive their managerial roles?

2. How do the perceptions of the CBOs correspond to the perceptions of the president and chief academic officer in their respective college?

3. How do CBOs perceive their place and status in their college?

4. How do the CBOs feel their roles and place in their college have changed over the course of their tenure in the position?

The study's results, triangulated through document analysis and interviews with the CBOs' respective presidents and chief academic officers, show the perceived roles the CBOs performed and their status in their colleges. Labels for the roles were initially based on Baker's model and modified by the descriptions of the CBOs, who saw their roles as divisional or institutional, with a hierarchy of roles in each category and sub-categories of peripheral roles, variable roles, and core roles. Resource manager, liaison, problem solver, monitor and information clearinghouse were identified as core to both the divisional and institutional roles, with negotiator, visionary, ambassador, and advocate seen as peripheral roles, while the CBO was not found to be an agent of institutional change. Experience and longevity were identified as factors that positively affected the CBO's status, while also increasing the importance of the advisor role. Implications from this study include opportunities to expand the study of the CBO position and functions, and to apply the findings of this research towards improved identification and training of potential CBOs, as well as providing current CBOs with improved professional development.