The impact of the succession of the chief executive officer of a value-laden Christian college culture

The process of change has received corporate and educational attention. Chief executive officers seek new ways to effectively introduce change into organizations. The purpose of this study was to examine the process of change during the succession of the new chief executive officer in a closed, value-laden college culture.

This study examined the respective perceptions of forty-nine members of a specific culture. Interviewees consisted of administrators, faculty, staff, students, and community residents. Comparisons and contrasts of perceptions were drawn within groups and between groups. The interviews and examination of life history documents provided data regarding the previous administration and perspectives regarding the transition period under the new administration.

The values were known throughout the members of the culture. Individuals who share the college's values remain with the school for many years. The sacred values of this culture were Christian values, based upon the Bible, and the college "family" they have created.

The role of the president included five areas: to represent the college, to provide personal interaction within the school, to be a spiritual person, to function as an administrative head, and to exhibit strong leadership.

All members of the culture agreed that the financial situation must be resolved. There was dissonance regarding the compromise of the sacred value of "family" in order to secure financial stability. All members of the culture agreed that the Christian values of the college cannot be altered.

The members of the culture were involved in external institutions with similar values as the Christian college being studied. Many of the interviewees received degrees from Christian colleges and seminaries. Work outside of the school was in religious ministries.

The president's perception of actual change was consistent with the groups' perception of actual change. The president's perception of potential change differed significantly from the groups' perception of potential change. The members of the culture generally perceived the transition as complete. The president perceived the transition as partially completed, with more changes in the future.

Behavioral change was effectively communicated by the new president. Various modes of communication were utilized. Reinforcement of change was initiated through the vice presidents. The previous administration employed no organized communication channels.