Tag: education

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I start my mornings early, but my problems with technology begin even sooner. Sometimes, I open and close my laptop and restart it because I cannot get the internet to cooperate with me. I run to restart the router. Luckily, I get on my cellphone to finish my call to my Chair. The baby is now crying, and usually I would want to cry too. But this is something I am used to, and I’m too busy taking notes to fall apart mentally. 

I am in the final year of my dissertation, focusing on Hispanic students at Hispanic-Serving Institutions. I’m fascinated by the Digital Divide Theory and its impact on marginalized students seeking technology access, user ability (digital literacy), and their perceptions of online course success. Pursuing my doctoral degree is a distinctive milestone and an assurance to give back to my community through knowledge and awareness. That, in itself, is both my end goal and my path to happiness.

On paper, this is research. In my heart, it’s personal. 

As a first-generation Hispanic college student, first-time mother, and communications professional, I have overcome challenges in health, identity, and access. I still struggle with my health as my ulcerative colitis progresses. But I persist. 

Now, ten months postpartum, I am more motivated than ever to finish my degree, for myself and my son. I want him to see what it looks like to keep going, even when the light at the end of the tunnel is too faint to make out. I want him to grow up knowing that knowledge is indispensable, education is power, and lifting others is a part of our purpose. These are key to an inevitable path to happiness.

I took time off after my C-section to recover physically and mentally, navigating postpartum depression without the safety net of paid leave. As a self-employed communications consultant, there was no paycheck waiting for me, no HR department checking in. Recovery happened in between diaper changes, dissertation edits, and client calls.

 I’ve gone the extra mile to manage recovery, parenting, and doctoral coursework, but like many women, especially women of color, I have done it quietly while balancing family life. I do not always have childcare readily available. I have health conditions that need monitoring, like my colitis and my asthma, which result in more routine doctor appointments than most at my age. 

My son accompanies me to appointments sometimes, and he enjoys chatting on the phone when I talk to my Chair, as if he already understands the importance of what I’m working toward. He is a good sport about it, and he loves to try to grab my fountain pens and “help” me type. 

I often feel empowered knowing I can be a mom, a writer, a consultant, and a student working on a degree that is statistically difficult to achieve. I am among the 16.7 percent of Hispanic students who earn doctorates, and 2.6 percent of disabled students who earn a doctorate in education. 

I know what it’s like to feel unseen in academic spaces, as if the systems around you weren’t built with you in mind. I aim to use this research to inform institutional practices that are more inclusive, accessible, and supportive of students from all walks of life.

This process has shaped me in ways I never imagined. It has made me more empathetic, resilient, and undoubtedly sure that the work I am doing matters, not just for me or my son, but for many others who deserve to thrive in higher education.

I’ve been the student who couldn’t rely on her Wi-Fi or cell signal, but I always found a way to make things work. Some people are more disadvantaged and are unable to do the same. I’ve learned what equity means when you’re living it, not just researching it.

My career goals are founded in service. I aim to utilize my research, writing, and strategic communication skills to influence policy, guide institutions, and champion the voices of historically underrepresented groups through education. I believe deeply in the power of storytelling, not only as a former journalist but as someone who has seen how narratives can shape access to opportunity. 

This journey has not been easy, but it has been transformative. My experiences are woven into every part of who I am. It has reminded me that you can still take the next step forward even when you’re exhausted, overwhelmed, or unsure. And those steps matter. 

Those steps lead towards a seat at the table.

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Technological convergence is daunting; something that many are unable to understand with the exacerbating gap separating the wealthy from those in poverty. And I’m not the only one struggling with the digital divide. The divide is vast like a black hole, swallowing up knowledge faster than it flies in.

Let’s acknowledge some facts regarding obstacles to equity.

Seventy-three percent of students find that lack of support from their educators remains a significant barrier to their success in online courses. This statistic indicates a crucial gap in the education system. It’s challenging to pinpoint a single strategy that can effectively adapt to public education, especially in this political climate.

However, one strategy can come into play more than others. That approach is rooted in servant leadership, which sits at the intersection of transformational and authentic leadership. 

Servant leadership is my favorite leadership style. Servant leadership is a powerful, emerging strategy in education that ensures that all students, particularly those from underserved communities, are supported to thrive. Unlike traditional top-down leadership models (transactional), servant leadership flips the script completely by focusing on empowering others, listening to their needs, and prioritizing their well-being.

It can be a game-changer for students facing barriers like the digital divide. And the digital divide is only going to become bigger as technological convergence evolves.

What Is Servant Leadership?
Servant leadership, a philosophy coined by Robert K. Greenleaf, emphasizes that leaders should prioritize serving those they lead (Greenleaf, 1970). Rather than focusing on personal power or recognition, a servant leader’s primary goal is to support others in their growth, development, and success. 

Greenleaf found that a servant leader has a social responsibility to be concerned about the marginalized and those less privileged. If inequalities and social injustices exist, a servant leader tries to remove them (Graham, 1991). 

A leader uses less institutional power and control while shifting authority to those being led in becoming a servant leader. Servant leadership values a community of care (CoC) because it provides a face-to-face opportunity for individuals to experience interdependence, respect, trust, and growth (Greenleaf, 1970)

This leadership style creates an environment where everyone can succeed by embracing principles of empathy, active listening, and shared responsibility. According to Northouse’s book on Leadership Theories (2021), “conceptualizing refers to the capacity that gives leaders the ability to browse through a multitude of problems without any creative downfalls on them or the team” (p. 261).

Adopting the servant leadership mindset can significantly improve student outcomes, particularly for those facing technology-related challenges. It’s well-documented that hyper-urban and rural areas often remain disconnected due to systemic discrimination, which limits access to essential resources (Cabral, 2018). 

Wang et al. found that exploring cultural elements happens when confronting and surpassing them through social and technological influence (Wang et al., 2014). Wang also found that political issues contribute to cultural norms (Wang et al., 2014). 

For example, as pointed out, a system of expectations surrounding societal organizational culture provides a standard of behavior for employees, providing a reason for leadership Behavior; thus, a relationship between “authenticity, morality, and organizational cultures aligns accordingly” (Schein, 1985)

Scholars like Greene and Murphy (2021) argue that many of these technological barriers stem from unstable or inadequate access. However, some researchers, including Kersch and Lesley (2019), suggest that these gaps in education could be mitigated through curricular changes designed to support students navigating these challenges better.

The Connection Between Servant Leadership and the Digital Divide:
There are many ramifications of the digital divide beyond access to technology. Support systems are needed to help students succeed in a digital world. Students from low-income backgrounds, particularly Hispanic and first-generation students, are often left behind because they don’t have the resources or guidance to navigate online learning environments successfully.

A servant leader in education doesn’t just stand at the front of the class or set policies from a distance; they listen to students’ concerns, offer guidance, and create spaces for growth. 

Assuring all students have access to the tools they need to succeed and listening to their voices when challenges arise is one of the most salient parts of the process. Servant leaders can close the gap between technology and students by providing support and encouragement.

How Servant Leadership Transforms the Learning Experience:

  1. Empathy Over Authority: Servant leaders approach education with empathy, understanding that each student has different obstacles to overcome. When students lack reliable internet or digital skills, empathy can translate into providing tangible solutions, whether it’s offering free access to tech resources or setting up one-on-one tech support sessions.
  2. Listening to Student Needs: Listening is a core aspect of servant leadership. Leaders in education must listen to the voices of students to understand their experiences with the digital divide. Servant leaders act on what they hear, making sure that students feel supported, whether it’s survey data or direct feedback.
  3. Creating a Community of Care: Servant leadership creates an environment that is safe and inclusive. Education starts with building a CoC where students feel valued and connected to their peers and to the technology that enables their success. This can be especially salient for Hispanic students attending Hispanic-Serving Institutions, where there may be a heightened sense of belonging when technology challenges are met with collaborative solutions.

Practical Steps for Implementing Servant Leadership in Education:

  • Provide Personalized Tech Support: Offering tutoring or assistance in navigating digital platforms ensures that students can fully engage with their courses, especially those without prior experience.
  • Collaborate with Students: Work with students to co-create solutions that address their digital struggles, from organizing community-driven tech drives to connecting them with local tech support services.
  • Mentorship and Advocacy: Serve as a mentor and advocate, not just for academic success, but for students’ digital fluency and access to technology. Ensure that all students have equal opportunities to succeed by advocating for policies that support digital equity.

As a result, the digital divide isn’t an insurmountable mountain. An increasingly digital world can be made more successful by educators and institutions adopting servant leadership principles. 

Similarly, empirical studies have shown that when educators matched servant leadership with followers who desired it, this type of leadership had a positive impact on performance and organizational citizenship behavior (Meuser et al., 2011; Otero-Neira et al., 2016; Ozyilmaz & Cicek, 2015). 

In doing so, we can create a future where technology serves as a tool for inclusion and opportunity, rather than a barrier to achievement. It’s not about how hard it is to climb the mountain; it’s about the run back down. The digital divide is something we have to learn to live with, and awareness in education equals awareness in the workplace. Vital progress of pedagogy starts in the praxis.

References

Carbajal, Jose (2018). “Patriarchal Culture’s Influence on Women’s Leadership Ascendancy,” The Journal of Faith, Education, and Community: Vol. 2: Iss. 1, Article 1. Available at: https://scholarworks.sfasu.edu/jfec/vol2/iss1/1

Graham, J. W. (1991). Servant leadership in organizations: Inspirational and moral.

Leadership Quarterly, 2, 105-119.

Greenleaf, R. K. (1970). The servant as leader. Westfield, IN: Greenleaf Center for Servant Leadership.

Hu, J., & Liden, R. C. (2011). Antecedents of team potency and effectiveness:

Examining goal and process clarity and servant leadership, Journal of Applied Psychology, 96(4), 851-862.

Northouse, P. G. (2019). Leadership: Theory and Practice (9th Edition). SAGE Publications, Inc. (US). https://reader2.yuzu.com/books/9781071834473

Schein, E. H. (1985). Organizational culture and leadership, by Edgar H. Schein. san … – JSTOR. JSTOR. Retrieved February 26, 2023, from https://www.jstor.org/stable/258322

Schein, E. H. (2004, July 8). Organizational culture and leadership. Google Books. Retrieved February 25, 2023, from https://books.google.com/books/about/Organizational_Culture_and_Leadership.html?id=THQa4txcMl4CWang, V. X., Russo, M. R., & Fay, K. M. (2014). Collective transformation of three generations of Chinese adult learners in K–20 education. In Adult and continuing education (pp. 824–838). IGI Global. https://doi.org/10.4018/978-1-4666-5780-9.ch107

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Written in 2023, expanded in 2025

Being a leader in education doesn’t often come with a personal handbook. Or if it does, it’s outdated; ill-equipped for the complexities of 21st-century classrooms and communities. As we continue to confront widening disparities in educational access, especially in the wake of the COVID-19 pandemic, one truth becomes clear: effective leadership isn’t just about policies or protocols. It’s about people, and the ability to lead with empathy, community, and transformation in mind.

Leadership in the Age of Digital Learning

The pandemic redefined what it means to teach and learn. As online learning became the norm, issues like internet accessibility rose to the surface, especially in rural and low-income areas where connectivity is often limited or unreliable. But beyond technology gaps, we also saw cracks in leadership communication, especially between administrators and educators.

Outdated systems, hierarchical thinking, and transactional leadership styles have created barriers that make it difficult for teachers and students to advocate for their needs. These gaps in communication are more than logistical—they’re structural. They reflect a need for new leadership paradigms that meet today’s challenges with empathy, collaboration, and innovation.

Instructional Leadership and the 21st Century Classroom

In a 1999 study of over 800 U.S. teachers, researchers found that educators’ expectations of leadership often clashed with the realities of administration. More recently, the Journal of Organizational and Educational Leadership reaffirmed the belief that school outcomes are closely tied to leadership effectiveness. The takeaway? Instructional leadership must go hand-in-hand with technological transformation and digital literacy.

Teachers need leaders who do more than manage: they need leaders who listen, collaborate, and help create space for professional reflection and growth. These are the hallmarks of transformational leadership, as opposed to transactional leadership, which focuses more on compliance, control, and routine.

Transformational vs. Servant Leadership: A Needed Blend

According to Hu & Linden (2011), transformational leadership builds confidence and work advocacy, but it’s servant leadership—with its focus on selflessness and empathy—that enhances both satisfaction and effectiveness in teams. When combined, these leadership approaches foster a culture of trust, transparency, and empowerment across all levels of education.

As Peter G. Northouse (2021) notes, leadership rooted in empathy and community connection is essential for long-term cultural change. It empowers teachers, administrative staff, and students, particularly those from marginalized backgrounds, who go on to shape the American workforce.

Creating Lifelong Learners and Leaders

Leadership in education isn’t just about student test scores or teacher evaluations. It’s about nurturing lifelong skills like digital literacy, critical thinking, and emotional intelligence. And it’s about ensuring every stakeholder, especially those in underserved communities, has equitable access to the tools and support they need to succeed.

The literature shows a clear need for stronger communication between principals and teachers. When leaders and educators collaborate toward shared goals of inclusivity and equity, they create ripple effects that extend far beyond the classroom.

DEI and the Need for Cultural Change

Diversity, equity, and inclusion (DEI) aren’t just buzzwords. They’re essential frameworks for reshaping a system that has historically privileged transactional over transformative leadership.

Transformative, adaptive leadership aligned with DEI principles is especially urgent in a post-pandemic world where disparity gaps have widened. While DEI work remains underdeveloped in many educational settings, it offers a path forward; one grounded in soft skills, compassion, and the recognition that authentic leadership starts with human connection.

Final Thoughts

To move toward a more inclusive and effective educational system, we need more than curriculum updates or policy changes. We need leaders who understand that communication, empathy, and community are the foundations of success, not just for students, but for educators and administrators alike.

As we reevaluate the leadership values necessary for the future, one thing is clear: no relationship in education can remain purely transactional. Leadership must mean something. And it must start with listening.

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The U.S. economy added just 33,000 jobs in July 2025, according to the Bureau of Labor Statistics. That’s a drastic drop from June’s revised total of 194,000 jobs. For context, economists expected around 175,000 new jobs. We fell significantly short.

July’s report signals a broader slowdown in job growth. While one month doesn’t define a trend, many professionals are understandably anxious. When growth slows, layoffs often follow. Freelancers feel the squeeze. Recent grads face fewer opportunities. Hiring freezes kick in.

So what can we do in times like these?

Servant Leadership Is More Important Than Ever

In tough economic times, good leadership matters more. But not the traditional top-down kind. Now is the time for servant leadership.

Servant leaders put people first. They provide support, empathy, and stability. They coach, uplift, and guide without ego. They ask, How can I help?

And they recognize that hope is a strategic advantage.

If you’re in a position of leadership right now, consider how you can create clarity and calm for your team, your peers, or even your online community. Compassion-driven leadership is needed in this very moment.

Learn Instead of Just Earn: Why Literacy Is the Key

When jobs are scarce, learning becomes survival. But we’re not just talking about college degrees. In today’s world, we need multiple forms of literacy:

  • Digital literacy — How systems work, how content flows, how to use platforms like LinkedIn and Indeed
  • Media literacy — Understanding how information is framed and shared online
  • Platform literacy — How to navigate job boards, remote hiring, and gig platforms

The goal? Know how everything works. Learn how the systems move so you can move through them, and around them if necessary.

If You’re Out of Work: What to Focus On

1. Keep updating your portfolio. Even if you’re not currently employed, you can keep working on projects, freelance tasks, writing samples, or mock case studies. Employers want to see momentum and proof that you’re still growing. Consider a writing challenge for your blog (like what I’m doing right now) or create a collection of social media posts that drive engagement for a marketing or SEO role.

2. Stay open to freelance or contract work. Many employers are cutting full-time roles but still need help. Contract gigs can fill in financial gaps and keep your skills sharp. Yes, freelancing means buying your own health insurance. But it also means flexibility and survival. Right now, survival matters.

3. Don’t underestimate your effort. You’re not alone. Many talented people are in the same position. For example, one job I applied to a couple of weeks ago had 954 job applicants. Another one had over 1600. The U.S. has over 330 million people, and only 33,000 new jobs were added. That’s not on me or you.

4. Keep working on that small business. Staying busy is best, and while staying busy does not always mean being profitable, it does mean that there is a way to contribute to your community. And in turn, the community will support you. For those who sell goods, consider farmers’ markets. Get chronically online. Open that Etsy or Shopify. Interact with others online and watch how organic engagement draws people in.

5. Have empathy for yourself. It’s okay to be tired. It’s okay to feel stuck or stagnant. Sometimes, you find yourself meditating, but you might wonder why you’re being still when you need to be working. It’s okay. Just don’t confuse stillness with failure, because we aren’t failures. We are surviving. And if you’re trying, you’re doing more than enough.

If You Have a Job: Hold It Carefully, But Strategically

If you’re currently employed, be mindful of how you contribute. Help others where you can. Be someone who uplifts. But also: keep your options open. Update your resume, refresh your skills, and quietly prepare for what’s to come, which will probably include further drastic economic instability.

Sources:

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Written in 2025

It’s been a while since I’ve done a free write.

So, here I am. Just sitting with my thoughts. Feeling okay. Not great, not awful. Just okay.

Lately, I’ve found myself ruminating. About everything and nothing at the same time. The paradox of politics has been especially loud in my head. We live in a moment where standing for something should matter more than ever, and yet we’re watching people fall for anything.

The divide between left and right feels enormous, but maybe we’re looking in the wrong direction. Perhaps it’s not about the dichotomy between what’s left or right. There has to be something else.

I look over at the book I’ve been reading, Pedagogy of the Oppressed by Paulo Freire. Suddenly, the thought bubble is taken over by the little speck of light you see when you’re floating to the bottom of the sea. Small, but bright.

Maybe we should be looking up and down.

Because let’s be honest: we’re not on the up and up.

The Weight We Carry

Photo by Ahsanjaya on Pexels.com

Many millennials—often burdened by debt, high rent, and economic instability—are living in multigenerational households. As of 2021, approximately 18% of millennials (ages 27–42) were living with their parents or other older relatives (Pew Research Center).

Millennials have lived through wars, pandemics, and now the normalization of fascist rhetoric in American public life. From 9/11 to Iraq and Afghanistan, to COVID-19, to the destabilizing effects of misinformation and mass surveillance, we’ve been through it. And now Gen Z is dealing with it too. And so will Gen Alpha, which is a shame.

Photo by Anna Shvets on Pexels.com

Coming together still feels like a dream. But dreams don’t happen unless we make moves. And the community needs to hit the ground running. We’re all going to have to pick up the slack.

Time does not stop for anyone.

Idiocracy, In Real Time

Photo Courtesy of The Guardian

I finally watched Idiocracy the other day. It’s satire. But barely. It’s a little scary how books and movies help us make sense of our present day.

In the U.S., most adults read at a 7th to 8th-grade level, according to the National Center for Education Statistics (NCES). Post-pandemic studies have shown a decline in literacy, particularly among young people.

This is why my son has a “banned books” shelf, for all stages of his life. I am afraid that this type of information might slip through his tiny hands if I don’t provide it. So I will. I will teach him. The most radical thing I can do, as a parent, is teach my son what the schools will not.

Knowledge is the last vestige of reality. We’re watching it slip through our phone screens. Anti-intellectualism, algorithm-driven thinking, and an overreliance on AI-generated content have reshaped how we think, what we value, and how we interact. Like Baudrillard predicted, we’ve become a nation of simulations.

We’re watching the downfall of the United States in real time.

And it’s not some abstract future. It’s now.

This is literally something that no amount of therapy, medication, or Love Island could fix, due to economic instability like this. Our stock market is inflated, and the tariffs we will and already are paying will not help.

And then there’s still half of America that doesn’t realize that. Still.

What We Need: Community, Care, and Clarity

However, there is hope.

Creator: Jae Hong | Credit: AP

Copyright: Copyright 2025 The Associated Press. All rights reserved

In California, we’ve seen mutual aid in action—from organizing during ICE operations to recovering from catastrophic wildfires. In July 2024, reports of targeted ICE activity in Los Angeles renewed the urgency around community defense, and the response was swift: neighbors supported one another. Legal aid groups mobilized. Volunteers stepped in.

We’re more than just voters. We’re protectors of the community. There may be a drastic digital divide that the wealthy abhorrently take advantage of — and people are starting to see it.

This isn’t just about left or right.

It’s about transcending fascism. About resisting late-stage capitalism. About caring for one another in a system that’s tried everything to convince us that care is a weakness. It’s about a community of care.

It’s about grassroots organizing, building community resilience, and mitigating misinformation. It’s about refusing to back down even when things feel impossible.

The population is waking up and putting their foot down. Enough is enough.

There’s still time to enact a call to action.

There’s still time to make a change.

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Print Capitalism, National Consciousness, and the Problem with Imagined Unity

Benedict Anderson’s Imagined Communities: Reflections on the Origin and Spread of Nationalism explores how nationalism itself is not an organic development, but a socially constructed phenomenon—an “imagined community” built through shared language, culture, and crucially, the rise of print capitalism.

It’s a fascinating idea: that nations are not bound by physical borders but rather by the stories we tell ourselves and each other. Citizens build a sense of belonging through newspapers, novels, and other printed materials, one that gives people the illusion of unity with others they would never meet in person. Anderson argues that this shared sense of identity, while powerful, is imagined. And like many imagined ideas, it can be wielded for both cohesion and control.

From Anderson’s perspective, the press plays a key role in this construction. Journalism becomes not just a source of information, but a vehicle for reinforcing nationalism. At its best, the media is supposed to serve as a societal watchdog. However, under capitalism, and particularly when a handful of billionaires control the press, those ideals are often replaced by narratives that serve power, not the people.

In the same way state-run media has shaped public perception in countries like North Korea, Vietnam, or China (as Anderson notes on pages 282–283), Western media, though less overtly controlled, often operates in similar ways. Ownership, agenda, and ideology filter what gets published, and who gets heard. The result? A narrative that normalizes colonization, glorifies the past, and renders oppression and exploitation invisible to the mainstream.

And even though much of the media we consume today is digital rather than printed, the impact remains. Words are still “printed” on screens, and they still construct a national identity; one that often leans heavily into conservative values, especially in the U.S., where Christianity and nationalism frequently go hand in hand.

Now, to be clear: having pride in your country isn’t inherently problematic. However, when a selective history and curated information shape national pride, things become murky. For example, in certain rural or conservative parts of the U.S., public school curricula are shaped by school boards that may actively omit or distort historical realities, glossing over colonization, slavery, and the actual mechanics of war. Omission doesn’t just limit education; it undermines the national consciousness that Anderson described. Without honest reflection, the “imagined community” becomes more myth than memory.

Capitalism and the Narrative of Truth

Ideologies such as Marxism and socialism were founded on principles of equity and solidarity. However, when capitalism becomes the dominant force behind the circulation of information—especially when profit and power are involved—those ideals can be easily co-opted. Greed alters the public narrative, and we see this play out in real time through today’s media coverage.

A Case Study in Media Framing

Take, for example, the ongoing starvation of Palestinian infants and children. A leaked internal memo from The New York Times in 2024 reportedly instructed journalists not to refer to Palestine as an “occupied territory” or to use terms like “genocide” in their reporting. Regardless of where one stands politically, it’s clear that such editorial decisions shape public perception. When specific terms are off-limits, it becomes harder for readers to access the full scope of the issue, and easier for a particular narrative to dominate the conversation. In this case, media objectivity is compromised in favor of language that supports nationalist or colonialist perspectives.

It’s not just about one conflict and its framing. It’s about how newsrooms, under the pressure of corporate and political interests, contribute to constructing national identity in ways that may exclude or silence others. They become complicit. When journalism becomes selective in its truth-telling, it undermines its purpose and reinforces a worldview that favors power over people.

The Tech-Nationalism Feedback Loop

Nationalism, as Anderson reminds us, is a modern invention. It evolves alongside technology, and as our means of communication become faster and more centralized, so too does the spread of nationalist ideology. We see this not just in the U.S., but in places like China, where digital firewalls and media censorship shape the public’s perception of national identity. There, access to platforms like Facebook or Instagram is restricted not only for security, but also to protect a specific narrative.

Secular Allegiance and the Flattening of Identity

Anderson also notes how nationalism can take on secular forms, replacing religious or ethnic affiliations with allegiance to the nation-state. In theory, this could be a unifying force; something that helps people move beyond divisions and find common ground. In practice, though, it often flattens identity, pushing marginalized communities to conform to dominant norms or risk exclusion.

Conclusion: Who Gets Left Out?

This tension between imagined unity and lived reality is perhaps the most pressing issue with nationalism today. When media and technology become tools of influence rather than inquiry, they no longer create bridges between people. They create barriers.

Anderson’s work doesn’t just help explain the origins of nationalism; it offers a lens for questioning the stories we’re told and the systems that tell them. It invites us to ask the following question: Who benefits from these imagined communities? Who gets left out of the story?

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Exploring the Impact of Technology Access on the Educational Success of Disabled Latino Students in Community Colleges

May 10, 2024

ABSTRACT

Southern California’s Hispanic and Latino population is among the most highly enrolled in college institutions, partially due to their involvement in Hispanic-serving duties (Tagami & Reagan, 2022). However, graduating, especially when a disability is involved, is not often discussed (Tagami & Reagan, 2022). This conference proposal addresses the exceptional progress in educational disparity experienced by disabled Latino students in community colleges, with a primary focus on the profound impact of digital media. Incorporating theoretical insights from critical scholars such as Jean Baudrillard, Laurence Tamatea, Michel Foucault, Tom Shakespeare, and David Harvey, this research examines the delicate balance of access to technology, disability, ethnicity, and academic outcomes within the framework of community colleges in the contemporary postmodern era. The disabled community benefits from online educational communities through videos, language, and discussion (Narciso Jr., 2023). This study aims to explore how disabled Latino students navigate the digitally mediated educational environment, drawing on Baudrillard’s analysis of hyperreality and Harvey’s examination of globalization. Simulated environments and global reciprocity influence this era, which remains characterized by images. Understanding the benefits of this demographic in utilizing and accessing technology is crucial.

The research question of this study concerns how digital media in the classroom positively impacts the educational success of Latino students with disabilities in community colleges. Some ways include flexible classwork, online educational digital media, and finding community through discussion boards and online classes (Narciso Jr., 2023). This pivotal research question on the ubiquity of digital media seeks to explore the intersectionality of technology access, disability, ethnicity, and higher education outcomes within the context of community colleges. As researchers delve further into artificial intelligence, it is more crucial than ever to investigate the ongoing impact of technology on educational success. The research question aims to explore how access to technology can facilitate remarkable educational success for disabled Latino students, particularly in the postmodern era characterized by hyperreality, simulations, and the proliferation of digital media. By examining the impact of digital media on an online community of education, one can see the benefits for community college students. The frameworks of Jean Baudrillard’s hyperreality and David Harvey’s globalization provide a comprehensive understanding of the implications of these phenomena on the educational experiences of disabled Latino students.

There are strategies and interventions that community colleges can implement to bridge the digital divide and significantly enhance the educational success of Latino students with disabilities within the context of postmodern social, economic, and technological dynamics. If effectively implemented, these strategies can offer a brighter future for these students and improve their educational outcomes. This study will employ a qualitative methodology, focusing on small cluster groups to interview students about how online coursework has changed their perception of schooling since the advent of online education. The study could include an end-of-year survey, in addition to interviews, to understand how the online course benefited the students. Other methods include mixed methods, utilizing an instrument to understand the GPA of students who enroll in online classes, primarily using digital media to teach their students.

The digital divide uniquely manifests among disabled Latino students in community colleges. They harbor specific upsides in accessing and utilizing technology for educational purposes. Jean Baudrillard’s theories of simulacra and simulations apply to the digital experiences of disabled Latino students, influencing their engagement with academic content and digital media. Hyperreality and hyperrealism refer to Baudrillard’s concept of living in a technological simulation, unlike nature (Baudrillard, 1994). With so much hyperreality and hyperrealism existing in our modern world, it is clear that there is a crisis of representation where traditional forms of knowledge, authority, and truth remain in question, and that crisis manifests itself according to Harvey in various domains, such as art, literature, and politics (2008). However, through the crisis, there is a light at the end of the tunnel. An analysis of interviews will reveal the conditions of postmodernity, as described by David Harvey (2008), that influence the educational experiences and opportunities available to disabled Latino students in community colleges, particularly in terms of globalization, consumerism, and cultural fragmentation. Community colleges bypass the problems of postmodernity and utilize them to their advantage, pushing forward certificate completion and two-year degree programs at the student’s pace (Tagami & Reagan, 2022; Narciso Jr., 2023).

There are two theoretical concepts that Baudrillard and Foucault have based on social truths, representing state-sanctioned knowledge and individually, self-selected valued knowledge (Foucault, 1972, 1981; Baudrillard, 1994). Some studies raise one fundamental question, such as Tamatea’s compulsory coding and education (2019). The question to consider in this study is whether we are becoming more like machines or machines are becoming more like humans. With the rise of artificial intelligence and technological advances in education and the media, Baudrillard wrote that the vast influence of digital competency was tangible (1994). However, the study aims to challenge the downsides Baudrillard felt were probable in his analysis of simulacra. Tamatea’s ‘yes theory’ points towards technological success in early schooling through coding, a way of simulation by machine (2019). Community college success remains significant to specific theories that consider this framework. The research question and its subsequent sub-genres aim to make a unique contribution to the broader discourse on educational equity, access to technology, and social justice. By drawing insights from Baudrillard and Harvey, we aim to comprehend the complexities of contemporary digital media proliferation, particularly in the form of online communities, highlighting the urgency of the issue and the necessity for ongoing action. Furthermore, it aims to highlight the strategies and interventions employed by these institutions to continue bridging the digital divide and promoting educational equity.

Introduction

This research paper aims to shed light on the composite directions at play, contributing to the discourse on inclusive education, informing policy and practice to foster digital inclusivity, and gathering data on educational outcomes for disabled Latino students in community colleges. There is an intricate web of individual and environmental factors in the lives of disabled people, along with marginalized groups. When one adds more of a marginalized community to that fact, it becomes so much more of a topic to discuss, and social models for disabilities are often separate (Shakespeare, 2010). Minorities’ issues cannot undergo naivety, however. It creates a slightly different topic because it is a universal experience shared by all humanity. The world as it is currently known is defined by what Jean Baudrillard calls “Simulacra and Simulation.” While Baudrillard considered hyperrealism a detriment to society and globalization, there are strengths in digital educational communities (1994). The way education looks today is shaped by technology, moving beyond technological convergence and addressing the digital divide. Unfortunately, marginalized communities will be the most affected by this digital divide and will likely find the most success in technological use as a result. Simulacra is especially important in combating the digital divide and promoting educational success among community college students. Understanding how the digital community helps students is one of the main questions to ask during a qualitative study.

Literature Review

The proposed qualitative study challenges the concepts of meaning and truth, making it clear that individuals must possess the literacy necessary to see through traditional notions of meaning and truth. In a world dominated by simulacra, meaning becomes arbitrary, and truth becomes relative. However, communities can come together to determine what is accurate, truthful, and not. David Harvey’s “Condition of Postmodernity” focuses on cultural fragmentation and how traditional structures and identities are stabilized (2008). Cultural fragmentation refers to the combination of multiple cultures rather than maintaining many separate versions, which often occurs in digital communities. Various aspects of society are reflected through culture, economics, and politics, indicating instability and fluidity behind identities and their meanings, which is further exacerbated by the proliferation of media, consumer culture, and globalization. Hispanic and Latino students in many counties across California make up most enrolled students completing their academic careers (Tagami & Regan, 2022). However, many do that part-time through a community college (Johnson, 2016). When researchers add the disabled community, it becomes apparent that this is even harder to achieve, especially when disabled people are not a community that defines itself through culture, gender, or race. Theoretically, individuals in college or community college may have a different viewpoint and success rates due to the use of hyperrealism and its impact on the conditions of postmodernity’s cultural fragmentation and globalization. In Baudrillard’s “Simulacra and Simulation,” it is clear that there are four orders of simulation, defined by hyperreality. The death of the real and simulacra serves as a control mechanism, contributing to the critique of postmodern society (1994). 

Theoretical Framework and Methodology

According to Tom Shakespeare, people with disabilities come from an oppressed viewpoint. A social model is proof of that, and it is logically impossible for a qualitative researcher to find disabled people who are not facing oppression, meaning that all marginalized communities have the disabled community within them, meaning that they are within and without accommodations universally because all disabilities are different (Shakespeare, 2010). Therefore, while a college can cater to the Hispanic community, they are not going to necessarily cater to the disabled community, creating a world that has a lack of free space. Only “barrier-free enclaves are possible,” which community college creates through the ease of digital courses. Researchers indicate that most accommodations occur at the community college level (Narciso Jr., 2023). This universal experience of humanity is shaped by the role of globalization in postmodernity. As Harvey argues, capitalism and its endless expansion and accumulation drive spatial and temporal restructuring processes that underpin the postmodern condition (2008). The restructuring process is evident through the expansion of the World Wide Web and the ability to connect with others who are not physically nearby. When one ties this in with Baudrillard’s concepts and framework behind hyperreality, it becomes clear that the significance of urbanization and the built environment helps individuals understand postmodernity and how there are focal points for the concentration of capital, culture, and power (Harvey, 2008; Baudrillard, 1995). How we view those things through digital media is significant for qualitative discussion. Capital culture and power find themselves through the digital connection of others and the sharing of capital experiences.

Conclusion

Therefore, the emergence and development of AI have accelerated the Age of Reason through the digital community. With the rise of online courses, educational digital media, including video content, online meetings, and discussions, are beneficial for student success at the community college level. As the work is decades old, being able to relate simulacra (simulation) to digital abstraction was an unintended beneficial consequence for individuals and society (Baudrillard, 1994). Digitalization’s existential status unknowingly brought educational ubiquity to the table. Ultimately, hyperrealism influences what people see and know, as well as how nature is perceived versus what the media wants us to see. However, it also creates an even digital playing field, where students can be part of a community while living their personal lives outside of school. Students should be able to distinguish between what it means to be digitally literate and what it does not. Baudrillard relates to David Harvey’s study of the “Condition of Postmodernity” because Harvey states there has been a change in cultural and political-economic practices since 1972 (Harvey, 2008; Baudrillard, 1994).

Furthermore, there are differences in communication, as well as the complexity and nuances of the industries of interest and the cultures. Consider a digital Plato‘s Cave, where reality is discernible through a digital shadow; therefore, Baudrillard notes, “Why speak when we can communicate” (1995). Their place in the simulacra brought them in contact with modernist theories and narratives. The success of community college students remains enhanced through communication technology.  

References

Baudrillard, J. (1994). Simulacra and Simulation. Ann Arbor. University of Michigan Press.

Baudrillard, J. (1995). Simulacra and simulation. In Body, in theory: Histories of cultural materialism. University of Michigan Press.

Foucault, M. (1972). The archaeology of knowledge and the discourse on language. Translated by Alan Sheridan Smith. New York: Pantheon Books.

Foucault, M. (1981). The order of discourse. In R. Young (Ed.), Untying the text: A post-structuralist reader (pp. 48–78). Boston: Routledge & Kegan Paul.

Harvey, D. (2008). The Condition of Postmodernity. In S. Sidema, & J. Alexander, The New Social Theory Reader (pp. 235–242). New York: Routledge.

Johnson, J. (2018, February 26). Accessibility and the California Community Colleges Online Education Initiative – Lessons learned. Accessing Higher Ground. https://accessinghigherground.org/accessibility-and-the-california-community-colleges-online-education-initiative-lessons-learned/ 

​​Narciso, F. E. (2023, May). Is online course-taking helping or hindering students with disabilities in U.S. community colleges? https://digitalcommons.pepperdine.edu/cgi/viewcontent.cgi?article=2320&context=etd 

Shakespeare, T. (2010). “The Social Model of Disability.” The Disability Studies Reader. Ed. Lennard J. Davis. New York: Routledge. 266–73. Print. (Pre-print copy.)

Tagami, M., & Reagan, M. (2022, November 17). Are California’s Hispanic-serving institutions living up to their name? CalMatters. https://calmatters.org/education/higher-education/college-beat/2022/11/hispanic-serving-institutions-california/ Tamatea, L. (2019). Compulsory coding in education: liberal-humanism, Baudrillard and the ‘problem’ of abstraction. Research and Practice in Technology Enhanced Learning, pp. 1–29.

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Jan. 12, 2025

Introduction 

Countless leadership theories are meaningful to society as a whole. Servant leadership, in particular, encompasses leadership’s most logical parts and puts that power into serving the public. Servant leadership is a “holistic approach” in which the leader cares deeply for stakeholders in the company (Shirin, 2015). Utilizing servitude is a transformative approach with no financial gain. All projects and goals are tackled without the means of capitalism, paving the way for optimal leader-follower growth. A servant leader “engages followers in multiple dimensions”; specifically, leaders who are emotionally, relationally, and ethically oriented help followers grow into themselves, bringing out their full potential (Eva et al., 2019). 

Heavily based on morality, servant leaders think about everyone else before thinking about themselves (Canavesi & Minelli, 2021; Demont-Biaggi, 2020). It is not just stakeholders they think about; servant leaders think about everyone around them, especially their followers (Canavesi & Minelli, 202). Servant leadership is not a new practice; it has been studied for many years by practitioners and academics, and it is only now gaining popularity in the past decade (Canavesi & Minelli, 202). This leadership theory is held in high regard because it yields ideal outcomes for both individuals and organizations, such as commitment and employment satisfaction (Canavesi & Minelli, 202). Furthermore, literature research is searching for antecedent identification, the mediating and moderating “mechanisms,” and relationship development scales meant to bring discourse in an inclusive, diverse, and economic context (Canavesi & Minelli, 202).

Transparency is rudimentary. People gravitate towards those types of leaders, but they are few and far between. This approach ostensibly shows the need for factors based on ethos, pathos, and logos. Marginalized communities play a pivotal role; when the requisite skill sets are available, society performs better. Self-efficacy and faculty development are crucial for the quality of leadership skill sets and societal norms. Engagement with leadership qualities fosters professional growth and development for future leaders in all contexts, promoting selflessness. Selflessness is a servant quality, and its absence is conspicuous in leadership that remains transactional. Through cultivating rapport and altruism, leaders establish connections with those around them. Transformational leadership is superior to transactional leadership, which has been practiced for many years. However, the genuine demeanor behind servant leadership roles helps determine outcomes that bear community value and foster the growth of future leaders. 

The Definition of Leadership

Servant leadership is vital for a multitude of reasons, especially when combating pseudo-transformational leaders. It is imperative to reiterate that servant leadership encompasses multiple theories of thought; some of these theories include authentic leadership, enterprise leadership, and leader-member exchange (LMX) theory (Coetzer et al., 2019, p. 1). According to research, servant leadership is inspirational and contains “moral safeguards” (Graham, 1991). This “paradoxical leadership function and servant style” offers vital educational tools for the workplace that safeguard business ethics while upholding performance levels (Saleem et al., 2020). Authentic leadership, a core facet of servant leadership theory, is a multifaceted theory that integrates ethical, relational, and outcome-based aspects of leadership to create high-performing organizations (Canavesi & Minelli, 2021; Saleem et al., 2020). It emphasizes practices such as developing a higher purpose through standardizing and simplifying procedures, empowering others through shared information and power, vision, and strategy, ensuring continuous growth, cultivating a customer-oriented mindset, and building a quality workforce (Coetzer et al., 2019, pp. 3-5). 

In addition to humility, servant leadership means ensuring the development of followers, hearing others, making sound decisions, acting morally, and developing a “sense of community” (Jit et al., 2016). Liden et al. (2008) state that creating community value is a fundamental leadership behavior rooted in ethics, healing, growth, conceptual skills, and empowerment. Both Liden et al. and Jin et al. agree on creating a sense of community through moral and ethical means.

The definition is often assumed but never thoroughly examined. While leadership can still usually be rooted in a patriarchal caste system, its core values extend far beyond today’s standards (Carbajal, 2018). With modernization accelerating civilization, it is time to consider what transparency, another often-forgotten quality, would bring to present and future leaders. A level of change begins with a transformation, where it becomes clear that leadership is not linear in terms of knowledge or experience. It is not a monolith, as stated in my previous work (Ramirez, 2022). It changes with each industry and adapts to an adjusted class of individuals over time (Ramirez, 2022). Three main phases encompass what servant leadership stands for (Canavesi & Minelli, 2021). The first phase is based on conceptual development, while the second phase focuses on testing and investigating fundamental outcomes through cross-sectional research (Canavesi & Minelli, 2021). The final phase is theory-rooted, looking at mediating mechanisms, understanding antecedents, and specific leadership boundaries (Allen et al., 2016; Eva et al., 2019). The model described is based on the most recent research conducted, which has been jump-starting the past two decades with a proliferation of studies (Canavesi & Minelli, 2021).

Theories of Research and Interest

Servant leadership, as noted earlier, is a type of theory that encompasses more than one quality of leadership theories (Greenleaf, 1970; Canavesi & Minelli, 2021; Liden et al., 2015). Those facets form a solid theory of servitude and transparency that has a transformational influence. The desire to serve the general public without expecting anything in return is something unheard of in the digital era (Ramirez, 2022). Therefore, it must be exercised and practiced more amongst empathetic others. Organizational culture exists to establish an expectancy system that sets a standard for authentic employee behavior, which is expected to evolve into leadership behavior (Schein, 1985). A genuine leader shows trust, hope, optimism, and a moral and ethical orientation; that leader exhibits positive emotions and relational transparency (Avolio et al., 2004). According to Liden et al., servant leadership’s seven dimensions ethically prioritize subordinates, allowing for motivation to focus on autonomy and emotional healing (Liden et al., 2015). Some of the first scholars who empirically tested servant leadership used cross-sectional studies to find evidence that servant leadership benefits organizations through a fair workplace (Ehrhart, 2004). Ehrhart’s findings include the differences between servant leadership and LMX and transformational styles, as tested through the “14-item scale for the measurement of servant leadership” (Ehrhart, 2004).

A Deep Dive Into Servant Leadership

The benefits of servant leadership encompass follower-centered, leadership-centered, team-centered, and organization-centered growth (Marampa et al., 2023; Canavesi & Minelli, 2021). Leadership focused on supporting individuals and developing an institution is generally known as servant leadership (Allen et al., 2016). Transformational leadership emphasizes the role of leaders in inspiring followers to work towards a common goal (Allen et al., 2016).

To the researcher’s knowledge, organizational culture is often explored about the concept of servant leadership. Authentic leadership, like servant leadership, stimulates employee performance by fostering honest and transparent relationships with employees (Azanza et al., 2013). Servant and authentic leaders also possess self-focus qualities and the ability to put others’ needs before their own (Duignan, 2014, pp. 3-5). However, servant leaders differ in putting others first, while authentic leaders focus more on genuine leadership. That transparency is how servant leaders operate in a postmodern society built on capitalistic pressures, ethical challenges, and paradoxes (Duignan, 2014, pp. 3-5). There are three organizational outcomes in leadership theories: primary, secondary, and territory (Duignan, 2014, pp. 3-5). The criteria are inclusive and designed to identify relevant outlets and a range of quantitative or qualitative studies. Having critical thought regarding leadership theories is not something that comes naturally to people; critical thought is built on the right leaders guiding their followers towards a measure of success (Duignan, 2014, pp. 3-5). A servant leader does not sugarcoat problems; instead, they solve them with logical thinking, awareness, and openness (Ramirez, 2022). In response, followers react to a physical environment that does not rely on negative tactics to maintain a sense of authority (Ramirez, 2022).

Servant Leadership as a Call To Action

As discussed in my previous work, servant leadership cannot exist without authenticity or a call to action (Ramirez, 2022). A call to action cannot exist without engagement or intricate feedback (Ramirez, 2022). A leader who is authentic and genuine in their style will never be a detriment to the public. Azanza (2013) finds that an organized leadership culture cannot exist without flexibility, as well as authenticity and transparency styles. Flexibility in leadership is crucial because things can change at any time, making it essential to be prepared for any type of scenario where leadership is necessary. Research finds that servant leadership has a “significant utility” in going above and beyond transformational, ethical, and authentic leadership styles, as measured by specific criteria (Hoch et al., 2018).

According to research, a reason for leadership behavior to flourish lies within the specific norms of employees and employers (Schein, 1985). These norms are associated with particular leadership theories, such as servant leadership theory. Furthermore, if stress and low productivity occur in a workplace that cannot achieve a proper work-life balance, turnover is likely to follow (Dutta & Khatri, 2017). In response to adverse outcomes associated with leadership styles that prioritize the leader’s self-interest, moral-based leadership has recently emerged, aiming to promote integrity and prioritize the support and development of followers (Liden et al., 2015). Nevertheless, staying transparent to leader-follower norms helps mitigate those fears.

Servant Leadership Connection and Analysis

Transformational leadership gained popularity because it aims to empower everyone, not just a select few (Ramirez, 2022). The aspect of healing through these values is essential because servant leaders help conquer problems with care, a quality that makes them hyper-aware of their environment. Other characteristic aspects of servant leadership emerge through a catalyst of transformational leadership and affective trust — a stark difference from cognitive trust (Zhu et al., 2013). Affective trust, established through a mutual back-and-forth of care and concern between the leader and followers, often creates positive outcomes within an organization (Zhu et al., 2013). Furthermore, Chiniara and Bentein state that servant leaders create a psychologically safe and fair climate through dyadic relationships where employees can be themselves (Chiniara & Bentein, 2016). Autonomy is salient, but so is having connections with others in one’s community, leaving oftentimes to an aspect of mutual aid through conscientious and helpful behaviors (Chiniara & Bentein, 2016, p. 136)

Some followers remain accustomed to transactional leadership or are hesitant to follow leaders altogether (Liden et al., 2008). They bracket servant leadership with micromanagement, stating that their leader does not need to help lead them along the way (Liden et al., 2008). Furthermore, empirical studies have found that when leaders practice servant leadership with willing followers, this type of leadership has a significant impact on organizational citizenship behavior and performance (Meuser et al., 2011; Otero-Neira et al., 2016; Ozyilmaz & Cicek, 2015). For some, this type of leadership does not seem practical (Ramirez, 2022). For the latter, there is a broader perspective to consider in terms of public benefit.

Servant Leadership and Social Responsibility

Greenleaf finds that servant leaders have a social responsibility to care about those who are less privileged and often marginalized (Greenleaf, 1970). A good servant leader identifies inequalities or injustices and seeks to eliminate them (Graham, 1991). Once a servant leader is at the forefront, institutional power and control are shifted to followers, giving them the autonomy they need to be their own authority (Canavesi & Minelli, 2021). Community is valued in servant leadership because it provides an opportunity to meet individuals face-to-face and go through the stages of interdependence, trust, respect, and growth together (Greenleaf, 1970; Greenleaf, 1977). 

Leaders constantly help followers overcome their problems, which is a characteristic of servant leaders that enables them to immediately respond to tangible environments (Saleem et al., 2020). Instead of using fear, coercion, and violence to maintain authority, servant leaders become the persistent medication that convinces others to accept change. 

Next is conceptualization, stewardship, and commitment to personal growth—caring deeply about the movement, the well-being of one’s followers, and, ultimately, starting a community (Saleem et al., 2020). When discussing stewardship, servant leaders employ it due to their people-centric nature, which prioritizes service to their followers (Saleem et al., 2020). In an organizational setting, servant leaders treat every employee as they would treat themselves (Saleem et al., 2020).

Building a community of care is especially critical when addressing significant societal challenges that affect individual communities and lack external support (Ramirez, 2022). According to Saleem et al., one must allow followers to identify with a value that is greater than themselves. That kind of autonomy is liberating for everyone. When one desires a community, a safe space, and a place to express individuality, servant leaders are at the beginning of that change (Saleem et al., 2020). Because of this, individuals are inspired to be that change themselves. According to Gia et al., some leaders may “feel a deep desire to serve or are strongly motivated to lead others” (Gia et al., 2008). In short, one might feel that a higher calling is their driving force (Gia et al., 2008).

This highlights the intrinsic motivation behind servant leadership, distinguishing it from other leadership styles that may perpetuate the typical patriarchal power structure of authority (Carbajal, 2018).

Furthermore, empirical studies show the impression of servant leadership on both leaders and followers. There is more than enough evidence to support the strength of servant leadership. An empirical study found that leaders with a high likelihood of agreeableness and low extraversion were more often seen as leaders who truly serve the public (Eva et al., 2019). As a result, humility is a key trait that every servant leader possesses (Canavesi & Minelli, 2021). After reviewing multiple studies, it is evident that this makes a significant difference in the workforce, regardless of hierarchical organization. Those who are exposed to a servant leader are also significantly more likely to enhance their self-determination, thereby becoming a positive influence on those around them (Yang et al., 2019). It is not just about being a leader and having power. It is about serving others and encapsulating the spirit that is charismatic enough to inspire and uplift those around them. A servant leader should have a thorough understanding of the organization’s purposes, complexities, and missions, which is often referred to as conceptualizing (Canavesi & Minelli, 2021). This ability gives servant leaders the critical thinking skills to tackle challenging obstacles, identify when something is wrong, and creatively address issues, all while aligning with the organization’s primary goals.

Conclusion

Servant leadership is a theory gaining popularity rapidly beyond the academic community. Servant leaders prioritize ethical behavior, bringing trust and integrity to the decisions that they make. These types of leaders focus on bonding others together by sharing authority and giving autonomy to everyone involved. Servant leaders continually ensure that their leadership benefits the greater good by placing a strong emphasis on creating community wealth. Servant leaders constantly strive for measurable success that aligns with the organization’s evolving goals. 

According to Liden et al. (2014), servant leadership has an efficacious effect on followers’ in-role performance, bolstering their ability to carry out their assigned tasks with efficiency. The outcome is particularly favorable when academics pair servant-focused leaders with followers receptive to this style of leadership. Under such guidance, followers excelled in completing their job responsibilities and meeting expectations. 

Servant leadership has a significant impact on organizational teams and their functioning. Hu and Liden (2011) state that it enhances group persuasiveness by fostering collective confidence among collaborators in their willingness to strive for improvement. Additionally, their research showed that servant leadership has a beneficial impact on team robustness by improving and clarifying group undertakings (Hu & Liden, 2011). When servant leadership is not available, the team’s potency ultimately declines, even if the goals or mission remain unchanged. While it is straightforward and easy to read objectives out loud, it is another thing to have leadership support that creates a strong team performance (Hu & Liden, 2011). Hu and Liden (2011) also found that servant leadership enhances team effectiveness by increasing members’ shared confidence in their ability to succeed as a workgroup. In Boyatzis et al.’s work (2006), research reveals that leaders have more depth while navigating the ostensibly negative aspects of leaders practicing with the “other impacts of coaching others’ development” (Boyatzis et al., 2006, p. 8). 

Moreover, this might serve as an impetus for ensuring the sustainability of individuals, developing new leaders, and modeling effect-resonant relationships that contribute to the company’s sustainability (Seal et al., 2006). Without servant leadership, followers might become frustrated, ultimately hindering their ability to complete tasks effectively. The focus shifts from the leader’s persona to that of others (Saleem et al., 2020). This led to a concept of leadership where the leader serves others while simultaneously practicing listening, building consensus, and providing foresight (Saleem et al., 2020).

In conclusion, servant leadership is an old yet emerging transformative approach that not only fosters ethical behavior, empowerment, and community values but also promotes individual and team growth within organizations. Its key basis, on shared confidence, clarity, and proactive support, bolsters its ability to enhance team effectiveness and navigate through challenges that are difficult to ascertain in nature. By developing humility, authenticity, and a focus on the greater good through social capital, servant leaders inspire trust and resilience, creating a culture where employees can thrive (Geron-Newton, 2024). Ultimately, servant leadership proves to be a powerful model for harboring meaningful change, driving organizational success, and addressing the evolving needs of today’s diverse workforce.

References

Allen, G. P., Moore, W. M., Moser, L. R., Neill, K. K., Sambamoorthi, U., & Bell, H. S. (2016). The role of servant leadership and transformational leadership in academic pharmacy. American Journal of Pharmaceutical Education, 80(7), 113.

Avolio, B. J., Weichun Zhu, William Koh, & Puja Bhatia. (2004). Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance. Journal of Organizational Behavior, 25(8), 951–968. http://www.jstor.org/stable/4093779

Azanza, G., Moriano, J. A., & Molero, F. (2013). Authentic leadership and organizational culture as drivers of employees’ job satisfaction. Revista De Psicología Del Trabajo y De Las Organizaciones, 29(2), 45–50. https://doi.org/10.5093/tr2013a7

Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education, 5(1), 8-24.

Canavesi, A., & Minelli, E. (2022). Servant Leadership: A Systematic Literature Review and Network Analysis. Employee Responsibilities and Rights Journal, 34(3), 267–289. https://doi.org/10.1007/s10672-021-09381-3

Canavesi, A., & Minelli, E. (2022). Servant Leadership and Employee Engagement: A Qualitative Study. Employee Responsibilities and Rights Journal, 34(4), 413–435. https://doi.org/10.1007/s10672-021-09389-9

Carbajal, Jose (2018). Patriarchal Culture’s Influence on Women’s Leadership Ascendancy. The Journal of Faith, Education, and Community, 2(1), Article 1. Available at: https://scholarworks.sfasu.edu/jfec/vol2/iss1/1

Duignan, P. A. (2014). Authenticity in educational leadership: history, ideal, reality. Journal of Educational Administration, 52(2), 152-172. doi:10.1108/JEA-01-2014-0012

Demont-Biaggi, F. (2020). The Relationship Between Moral Leadership and Authenticity Leadership, Education, Personality: An Interdisciplinary Journal, 1-14.

Dutta, S., & Khatri, P. (2017). Servant leadership and positive organizational behavior: The road ahead to reduce employees’ turnover intentions. On the Horizon, 25(1), 60–82. https://doi.org/10.1108/OTH-06-2016-0029

Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.

Geron-Newton, M. A. (2024). Adjunct Faculty Perceptions of Leadership and Cultures of Engagement, Inclusion, Collaboration, and Value Through a Social Capital Theory Framework. https://core.ac.uk/download/604436422.pdf

Greenleaf, R. K. (1970). The servant as leader. Westfield, IN: Greenleaf Center for Servant Leadership.

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York, NY: Paulist Press.

Hu, J., & Liden, R. C. (2011). Antecedents of team potency and effectiveness: Examining goal and process clarity and servant leadership. Journal of Applied Psychology, 96(4), 851-862.

Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. https://doi.org/10.1016/j.leaqua.2008.01.006

Liden, R. C., Panaccio, A., Meuser, J. D., Hu, J., & Wayne, S. J. (2014). Servant leadership: Antecedents, processes, and outcomes. In D. V. Day (Ed.), The Oxford Handbook of Leadership and Organizations (pp. 357–379). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199755615.013.018

Marampa, A. M., Pali, E., & Lestari, R. (2023). The Impact of Serving Leadership and Teamwork on Higher Education Performance. https://core.ac.uk/download/553279546.pdf

Ramirez, A.N. (2022). Optimal Leadership as Servant Leadership [Unpublished paper]. Franklin University.

Saleem, F., Zhang, Y. Z., Gopinath, C., & Adeel, A. (2020). Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust. Sage Open, 10(1). https://doi-org.links.franklin.edu/10.1177/2158244019900562

Schein, E. H. (1985). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.

Seal, C. R., Boyatzis, R. E., & Bailey, J. R. (2006). Fostering Emotional and Social Intelligence in Organizations. https://core.ac.uk/download/519782249.pdf

Shirin, A. V. (2015). Is servant leadership inherently Christian? Journal of Religion and Business Ethics, 3(1).

Yang, J., Gu, J., & Liu, H. (2019). Servant leadership and employee creativity: The roles of psychological empowerment and work-family conflict. Current Psychology, 38(6), 1417-1427.

Zhu, W., Treviño, L. K., & Zheng, X. (2016). Ethical Leaders and Their Followers: The Transmission of Moral Identity and Moral Attentiveness. Business Ethics Quarterly, 26(1), 95–115.

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December 8, 2024

Introduction

Mixed methods analysis combines a range of qualitative and quantitative methodologies to produce results that facilitate interpretation (Johnson et al., 2007). It is becoming increasingly well-known for its ability to tackle research inquiries that remain challenging to understand. According to John Creswell, the researcher first draws “inferences from qualitative and quantitative data and then advances meta-inferences by integrating the two databases in a mixed methods study” (Creswell, 2022, p. 87). However, incorporating those studies can create ethical issues to address from the viewpoints of participants, researchers, and institutional review boards (IRBs). This proposal outlines these ethical concerns while highlighting the importance of the participant’s safety, the researcher’s neutrality, and regulatory compliance in practice. 

Additionally, the researcher will address any potential bias that may arise during the study and outline strategies to mitigate it. “All investigators involved in the conduct of research involving human subjects need to have an adequate understanding of the ethical principles of research and compliance requirements” (Fetters, 2020, p. 159). Aside from that, the proposal shows the processes for gaining site authorization, maintaining confidentiality, and creating data triangulation. Lastly, the researcher will include a diagram of the mixed-methods data collection and analysis process, as well as a discussion of the approach’s advantages and limitations. 

Participant Perspective Ethics

One must think about the participant’s point of view from different angles without bias. Those perspectives are characterized by a keen eye for protection, respect, and transparency; ethical considerations are the number one priority to consider. Making participants understand the study’s purpose, methods, and their rights to withdraw at any time is a need. Consent forms must clearly state potential risks and benefits in language that is accessible. Protecting participants’ personal information through anonymization, secure data storage, and limited access, ensuring confidentiality, is necessary. For qualitative strands, pseudonyms and general descriptions are used to identify participant perspectives without hindering the aspect of anonymity. Voluntary participation is necessary to avoid coercion or pressure in historically underrepresented communities. It is salient to think about those who are disabled or with limited resources or assistance availability as well.

Moreover, cultural sensitivity is needed to adapt to research methods that align with participants’ cultural norms. In retrospect, cultural sensitivity is invaluable, especially when working with historically excluded groups, such as Hispanic/Latinx community college students (Doran, 2023; Tagami & Reagan, 2022). Next to consider is the researcher’s perspective and the ethics that must be followed when conducting a scientific study.

Researcher Perspective Ethics

Researchers must balance methodological inclemency with moral answerability. Although the researcher hails from a marginalized community in the study, they did not attend a two-year institution. It is possible to eliminate bias from the survey by upholding journalistic integrity. Specific concerns include researchers’ previous roles or relationships with participants, as these can introduce or perpetuate bias. Reflexivity, or self-awareness of these catalysts, is requisite to maintain objectivity. Researchers must ensure neutrality in data interpretation. For example, triangulation—collecting data from multiple sources—minimizes the influence of personal biases. Participant engagement is essential. Creating a trusting researcher-participant relationship requires transparency and cultural acceptance, particularly in qualitative studies where further interaction occurs. It is significant to mitigate emotional or psychological distress, particularly during interviews on sensitive topics. To help participants navigate any anticipated discomfort, it is essential to provide resources or a wave of support in the form of assistance.

Institutional Review Board (IRB) Perspective

The IRB is necessary to maintain ethical research practices by reviewing study protocols. Ethical concerns from the IRB’s point of view encompass ensuring that the potential benefits of the research outweigh any risks to those participating. Adhering to federal guidelines, such as the Common Rule, and maintaining detailed documentation of all procedures is essential. Monitoring involves establishing mechanisms for ongoing oversight to address any problems that may arise during the study. Once the researcher establishes monitoring, it is possible to confirm that permissions are obtainable from the organizations or institutions where the research is to take place.

Qualitative Strand Procedures

Qualitative strand procedures start with access and authorization. Site access is available through formal agreements with institutional administrators that detail study objectives and participant requirements. The researcher-participant relationship must prioritize participant protection; otherwise, it will fail to function correctly. Key measures to remember include obtaining informed consent, implementing privacy safeguards, and adhering to secure data handling protocols. Trust-building strategies encompass active listening and cultural awareness across the board for researchers. Methods such as pre-interviews or informal conversations facilitate the building of a relationship between the researcher and the participant. Integrating data from interviews, focus groups, and observational notes strengthens validity.

Role of the Researcher

Researchers act as facilitators of information exchange. However, their past or present roles, such as being a faculty member or colleague, must be disclosed to participants. Awareness of how these relationships might influence data collection is crucial. Transparent communication helps mitigate potential conflicts of interest.

Mixed Methods Design: Procedures and Diagram

In this ongoing study, the researcher will conduct qualitative interviews before collecting quantitative data to identify patterns. The study follows an explanatory sequential design. The diagram below outlines the process.

Advantages and Limitations of Mixed Methods

One of the most significant advantages of a mixed-methods study is that it analyzes numerical data in conjunction with an explanatory context; the context provides an in-depth and comprehensive overview. Then, the researcher will use triangulation to strengthen validity by confirming the findings, which will naturally be extensive due to the multiple methods used in the study. Another advantage of using mixed methods for this study is the flexibility. One can adapt to research questions that might be challenging or thought-provoking, creating space for an in-depth conversation. Some limitations to consider include potential project obstacles, the time and effort required for the study, and the possibility of misinterpreted data. Because it requires careful planning, time, and resources to integrate diverse data types effectively, contradictory findings between strands can further complicate interpretation.

Conclusion

Ethical considerations are rudimentary in planning and conducting mixed-methods research. By addressing these issues from the perspectives of the participant, researcher, and IRB, researchers can ensure their study conduct is accountable and inherently effective. Combining each process part to create a catalyst of intricate procedures for the protection of the participant, site authorization, and triangulation further bolsters the research’s credibility (Fetters, 2020, p. 100; Creswell, 2014). Mixed-methods research showcases distinctive advantages despite its complexities, making it an ideal tool for addressing multifaceted research questions.

References

Creswell, J. W. (2022). A concise introduction to mixed methods research (2nd ed.). SAGE Publications.

Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage.

Doran, E. (2023). Applying the Servingness Framework to Hispanic-Serving Community Colleges: An Environmental Scan. Journal of Applied Research in the Community College, 30(2), 85–100.

Fetters, M. D. (2020). The mixed methods research workbook: Activities for designing, implementing, and publishing projects. SAGE Publications.

Johnson, R. Burke, Anthony J. Onwuegbuzie, & Lisa A. Turner. (2007). Toward a definition of mixed methods research. Journal of Mixed Methods Research 1:112–133.Tagami, M., & Reagan, M. (2022, November 17). Are California’s Hispanic serving institutions living up to their name? CalMatters. https://calmatters.org/education/higher-education/college-beat/2022/11/hispanic-serving-institutions-california/

by on

July 12, 2024

Abstract

Students with disabilities enrolled in online community college courses can benefit from using change management models. This paper examines the Lewin Change Management Model and the ADKAR Change Management Model, illustrating their relevance in promoting an inclusive and equitable educational environment. Educators play a crucial role in implementing and sustaining change through the in-depth analysis of these models. Students of color with disabilities face unique challenges that require a comprehensive understanding and proactive measures. Authentic leadership, particularly in educational settings, is also discussed, demonstrating its importance in promoting trust, transparency, and ethical behavior. The paper provides practical recommendations for communication, continuous monitoring, and evaluation of change initiatives. The paper advocates for more supportive and inclusive learning environments for Hispanic/Latino students with disabilities in community colleges by utilizing a collaborative and adaptive approach.

Introduction

The pioneer of applied behavioral science, Kurt Lewin, once said, “Nothing is more practical than a good theory” (Scherer et al., 2015, p. 27). On page 27 of Scherer et al., the term “theory” originates from the Greek word theorein, meaning “to see.” He discovered that seeing things in a new way is possible through this method. Lewin developed the Change Management Model in the 1940s; it is not only a foundational theory in organizational change but also a practical tool for addressing the obstacles faced by students of color with disabilities in the education system. This model is not a theoretical concept, but a real-world solution applicable in various educational contexts, particularly in promoting classroom success for students of color with disabilities. It consists of three stages: “Unfreeze, Change (or Transition), and Refreeze” (Schein, 1999, p. 59). Another theory to be aware of is the ADKAR Change Management Model, which was developed to apply specifically to the digital classroom. As the critical implementers of these stages, educators play a pivotal and valued role in significantly impacting the success of students of color with disabilities.

Change Management Selection

The Lewin Change Management Model and the ADKAR Change Management Model provide valuable frameworks for promoting the success of students of color with disabilities in educational settings. With its Unfreeze, Change, and Refreeze stages, Lewin’s model helps remove existing barriers and develop inclusive practices within schools. To complement this, the ADKAR model emphasizes the importance of Awareness, Desire, Knowledge, Ability, and Reinforcement in encouraging and sustaining organizational change. Together, these models underscore the pivotal role of educators in creating an environment where all students can thrive in a digital world. To ensure positive outcomes for disabled students of color, educators must understand and address the difficulties they face, which are more severe than those of other students. The first step in the Lewin Change Management Model is the ‘Unfreeze Stage.’ Unfreezing is a crucial phase that sets the foundation for successful change.

To begin building a new way of operating, one must break down the existing “status quo” (Schein, 1999, p. 59). Unfreezing ensures that the old behaviors, attitudes, and processes are open to scrutiny and change, paving the way for the necessary adjustments (Schein, 1999, p. 59). Educators need to start by understanding the specific needs and challenges disabled students face. Understanding those needs involves assessments, gathering feedback from students and parents, and reviewing current teaching practices. During this stage, the organization begins to transition towards a new way of operating. Uncertainty can be resolved by exploring new approaches. Change is a process rather than an event; this phase can take time and acceptance (Schein, 1999, p. 60). It is helpful to provide ongoing support to both students and teachers through additional resources, one-on-one support, or specialized instruction tailored to individual student needs. For teachers, it might involve professional development opportunities and collaborative planning time. In this final stage, the organization solidifies the new state after the change through cognitive redefinition (Schein, 1999, p. 61). Changes are subject to internalization, and the latest working methods are now the norm. This stage aims to ensure that the new behaviors will not revert. Ensuring the new inclusive practices remain a staple in the school’s culture and policies includes updating curriculum guidelines, physically modifying the classroom environment, and standardizing assistive technologies. 

The ADKAR Change Management Model, developed by Prosci, is a goal-oriented framework that guides individuals and organizations through change (Kiani & Shah, 2014, p. 78). ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement (Kiani & Shah, 2014, p. 78). Applying this model to the classroom can effectively support the success of students of color with disabilities by addressing their unique needs and promoting an inclusive and equitable educational environment. Awareness is about understanding the need for change (Kiani & Shah, 2014, p. 81). It involves recognizing why change is necessary and the risks associated with not making a change. Educators need to become aware of the specific challenges faced by students of color with disabilities, such as varying degrees of success based on accessibility (Narciso, 2023). Awareness involves acknowledging the intersectionality of race and disability, as well as how it affects their educational experience. Teachers and administrators should communicate the importance of inclusive practices, highlighting how these practices benefit all students and foster a supportive learning environment. Using data and research to demonstrate disparities in educational outcomes for disabled students of color makes a compelling case for change.

Change becomes accelerated by the ‘desire’ component of the ADKAR model (Kiani & Shah, 2014, p. 81). It represents the willingness to support and engage in the change, creating motivation within the individuals involved (Kiani & Shah, 2014, p. 83). This component is particularly crucial when addressing the needs of students of color with disabilities, as it fosters empathy and understanding among educators, making them more receptive to change. By sharing stories and experiences of disabled students of color, educators can build a personal connection, finding a collective desire to improve the educational environment and a solid commitment to change. Knowledge involves providing the information and training needed to support the change (Kiani & Shah, 2014, p. 81). It includes understanding how to change and what it looks like in real-time. The administration can offer training sessions for teachers on culturally responsive teaching practices and inclusive education strategies tailored to students of color with disabilities. Providing access to resources, such as books, articles, and toolkits, that guide the implementation of inclusive practices is also beneficial (Johnson, 2018). Ability is about turning knowledge into action. It involves developing the skills and behaviors required to implement the change (Kiani & Shah, 2014, p. 81). Establishing mentoring programs where experienced educators can support others in developing inclusive teaching skills is paramount. Creating support systems within the school, such as inclusion specialists or diversity coordinators, can help teachers implement new practices. Reinforcement, the final component of the ADKAR Change Management Model, is not just an afterthought but a crucial element in sustaining changes for students of color with disabilities (Kiani & Shah, 2014, p. 83). It ensures that changes are implemented and maintained over time, involving the implementation of mechanisms to sustain and solidify them (Kiani & Shah, 2014, p. 81). Inclusive practices should not be viewed as temporary, but rather embedded into school policies and procedures to ensure sustainability. Practices include revising curriculum standards, assessment practices, and disciplinary policies to reflect inclusivity. As the primary drivers of these changes, educators are responsible for their implementation and maintenance, thereby demonstrating their commitment to the success of students of color with disabilities.

Change Management Model Application

As one delves into the intricacies of change management, it becomes clear that the overall focus must extend to the specific challenges faced by disabled Hispanic/Latino students, as well as other students of color, in community colleges. The need for inclusive online courses for this demographic is not just a matter of strategy but a pressing issue that demands immediate attention. Effective communication, monitoring, and evaluation strategies are not just tools but lifelines for these students, offering them a chance at a more inclusive and accessible education. The selection of Kotter’s 8-Step Change Model for this scenario is not arbitrary. It is a deliberate choice, as this model provides a clear roadmap for engaging stakeholders, managing resistance, and ensuring long-term success (Tang et al., 2019). As outlined in the goals, the approach emphasizes creating a powerful coalition, forming a magnet of urgency, envisioning change, and systematically sustaining and implementing it. Precisely, the model’s focus on urgency aligns with the immediate need to make online courses more accessible for disabled Hispanic/Latino students, and its emphasis on developing a vision for change resonates with a commitment to inclusivity and accessibility. Leadership and cultural approaches are also crucial. Transformational and authentic leadership, which inspires and motivates stakeholders through a shared vision, aligns well to foster inclusivity and accessibility. Culturally responsive leadership, which values and incorporates the cultural backgrounds and experiences of Hispanic/Latino students, further strengthens this approach.

Leadership Style and Considerations

A powerful leadership tool is authentic and genuine leadership, a method that promotes successful mental capacities and creates an environment for self-development in both leaders and followers (Luthans & Avolio, 2003, p. 243). For this leadership approach to be practical, relational transparency, self-awareness, internalized moral perspectives, and balanced processing are essential (Avolio et al., 2004). Combining these factors fosters a culture of authenticity, transparency, and integrity within the organization, thereby enhancing its trust and collaboration. A leader is usually someone who can influence, motivate, enable, or sanction others in one or more ways (Reed et al., 2019; Khun, 2022; Quintanilla & Moreira, 2016). A formative influence, among others, is evident in any leadership situation, regardless of the circumstances. Leaders inspire and guide others toward common goals, not simply holding a position of authority (Nazem & Eftehary, 2014; Khun, 2022; Quintanilla & Moreira, 2016). This process requires a profound understanding of human behavior, organizational dynamics, and the context in which leadership emerges.

For an organization to grow, it must pay attention to its leaders’ paths to lead. Work relationships need to thrive with a mix of leadership skills and morals to drive organic growth. It is clear that, even though transformational leadership is influential enough to make waves in the industry, some routes are better suited to the needs and approaches of individuals and businesses. Embracing change and exceeding expectations are essential components of transformational leadership, widely regarded as adequate. Leading effectively, however, can be accomplished in a variety of ways. Alternative situational, transformational, and servant leadership approaches can also be helpful depending on the context and individuals involved. A transformational approach has limitations, which is why other leadership theories can create healthy work environments, if not work environments, then safe learning environments. With education and work in a secure environment, people from all walks of life can succeed and become leaders. A more inclusive and adaptable method of developing leaders is possible when diverse leadership styles are incorporated to cater to diverse needs and foster a productive work environment. Job satisfaction and employee growth are positively influenced by authentic leadership, which is also linked to other organizations. This form of leadership is transferable to the education sector. Authentic leadership encourages followers’ commitment to team building, promotes social engagement reliance (Avolio et al., 2004), influences the organizational behavior of administration and students, and respects their evidence (Moriano et al., 2011). The principles of authentic leadership, such as genuine concern for others and ethical conduct, are highly relevant in educational settings, where trust and integrity are of paramount importance.

Educators can cultivate authenticity in their leadership style to support and nurture student engagement. An organization’s culture needs to be constantly updated and adapted to develop authentic leadership. Through honest and transparent relations with employees, flexibility-oriented cultures, and authentic leadership form the basis of an organization’s long-term growth strategy. A genuine leader can connect effectively with followers by empathizing, being transparent, and being genuinely committed to the community (Northouse, 2021; Azanza et al., 2013). Organizational culture shapes leadership practices and outcomes (Nazem & Eftehary, 2014). A culture that values flexibility, openness, and continuous learning supports the development and effectiveness of authentic leaders, enabling them to navigate challenges and drive positive change. When addressing inclusive digital education for students of color with disabilities, it is essential to maintain a tone of genuineness throughout their curriculum. Employees and students can be resistant to leaders.

Trust can be difficult to maintain during significant changes. The change may give employees or students a sense of uncertainty and skepticism regarding their leader’s intentions and whether it will benefit them. The vision and subsequent steps must face persuasive communication tactics for the change initiative to succeed. Aligning the change with the organization’s central values and vision and being open to feedback helps maintain credibility. Even though motivating is generally a positive experience, it works differently for everyone. The changes in consideration are relational transparency, tailored learning experiences, advocacy, accessibility, and mentorship support. Collaborative learning, such as discussion groups or peer projects, can help online students strive for excellence.

For this reason, many leaders find it toxic to overmotivate their employees. When someone feels pushed this way, they will have to work on a project they are not interested in completing. A result of this is the making of mistakes and the loss of productivity.

However, authentic leadership can strengthen relationships and trust within the organization, creating a more cohesive and supportive work environment. Authentic leaders can mitigate resistance by demonstrating transparency, actively listening to concerns, and involving employees in the change process, fostering a sense of ownership and commitment. It would be helpful to have diversity and inclusion training to promote leadership development. Stopping destructive behaviors at the leadership level is the most effective way to maintain a robust and authentic work culture. Nevertheless, determining the proper practices to handle toxic leaders requires some time, effort, and reading.

Organizational Culture Assessment

Organizational change initiatives can have a profound impact on a company’s culture. Change management must consider several critical cultural aspects to ensure smooth transitions and sustainable results. Organizational culture guides employees’ behavior by setting norms and standards, thereby helping to motivate leadership behavior, as Schein (1985) noted. Therefore, authenticity in leadership may be correlated with a culture that aligns with authenticity within the organization. Individual, team, and group routines, reporting roles, essential practices, policies, and behaviors are all included in these areas. However, managing these changes can have a positive impact on student morale and course satisfaction. Ineffective management of these situations can cause stress, decrease productivity, foster distrust, and even lead to employees or teachers leaving their employers (Cekuls, 2015). This type of authentic management struggle is similar to the challenges faced by disabled Hispanic and Latino students in community colleges, where institutional culture and policies significantly impact their academic success and overall experience. Just as employees need supportive environments during organizational changes, these students require inclusive practices and resources to thrive. Without adequate support systems, disabled Hispanic and Latino students may experience increased stress, reduced academic performance, and a higher likelihood of discontinuing their education, mirroring the adverse outcomes seen in poorly managed organizational change.

Therefore, understanding and addressing cultural aspects are crucial in corporate settings and educational institutions to foster success and inclusion for all students. An authentic leader combines positive psychological capabilities with a well-developed organizational context, resulting in leaders and their associates being more aware of themselves and regulating positive behaviors, thereby fostering personal growth (Luthans & Avolio, 2003, p. 243). Avolio et al. (2004) argue that authentic leaders exhibit optimism, hope, trust in their relationships, and a commitment to morality and ethics. Four characteristics of authentic leadership are identified and validated by Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008). In the context of community colleges, particularly for disabled Hispanic and Latino students, the principles of authentic leadership are crucial. These students often face unique challenges that require leaders who are self-aware and capable of fostering an inclusive and supportive environment. Authentic leaders in educational settings can build trust and optimism among disabled Hispanic and Latino students by being transparent and ethical, thereby creating a sense of belonging and safety. Students thrive in an environment where these leaders think about their diverse needs and implement policies and practices that address them. By embracing balanced processing, leaders can ensure that the perspectives and needs of disabled Hispanic and Latino students are considered when making decisions, leading to more equitable and effective outcomes. Thus, authentic leadership dynamics are beneficial in corporate settings and essential in educational institutions to support the success and well-being of all students.

Luthans and Avolio (2003) propose a model of authentic leadership that stresses the importance of a positive context and positive psychological capabilities. According to the authors, effective leadership development requires an understanding of the organization’s context. In their view, the organizational context includes corporate vision, strategy, and culture as prerequisites to original leadership development. Any effective change management initiative must consider these organizational cultural aspects because they influence employees’ perceptions and adaptability to change. Communicating effectively, engaging employees to share helpful information, providing resource support, and continually reinforcing changes are essential (Cekuls, 2015; Dutta & Kleiner, 2015). To manage changes to organizational culture effectively, leaders must communicate clearly and consistently; transparency about the reasons for change, the benefits, and the expected outcomes helps build trust and reduce uncertainty. Involve employees at all levels in the change process to gather insights, address concerns, and foster a sense of ownership. Training, tools, and support help teachers adapt to new roles, practices, and expectations. To ensure that new behaviors and practices sustain themselves over time, leaders must model the behaviors and attitudes they want to see in their teams by implementing reward systems that reinforce positive behaviors. Strengths and opportunities to consider are the following: a curriculum that fits all students, regardless of socioeconomic background or disability status; a leader (teacher) who is there to serve all students equally; a leader that is transparent and works toward the success of all students, a leader who is a role model to other fellow teachers and supports those who also offer online courses in a way that is positive for the entire student body, meetups and huddles that invoke inclusivity amongst staff and administration, at least monthly; training sessions or mentoring positions for those who want to better their online courses diversely, working with other teachers and mentors in a digital way that helps students process information faster; video, discussion boards, online meetings, one-on-one tutoring sessions, and more. For an organization to make decisions and behave as it does, it must hold on to fundamental beliefs.

Organizational change can be more coherent and consistent if new initiatives align with core values. Dutta and Kleiner (2015) recommend that change initiatives evaluate current practices, modify them if necessary, and align them with new objectives. Introducing new processes and behaviors into employees’ routines is easier when they know the day-to-day practices and rituals (Dutta & Kleiner, 2015). The emergence of an increasingly empowered workplace is enabled by social behaviors such as inclusion, as Northouse (2019, p. 332) explains. A lack of career structure, a capable staff, and low pay are among the problems Bush and Middlewood say are affecting American education. Empowering students helps drive positive, transformative leadership when a diverse group of educators comes together. Both servant leadership and authentic leadership influence organizational culture. 

Communication Approach

Effective communication is crucial for engaging organizational stakeholders and persuading them of the importance of the change. Initial communication should include a series of town hall meetings and workshops to explain the urgency of making online courses more accessible to Hispanic/Latino students with disabilities. These sessions will present data on current accessibility gaps and the benefits of inclusive education. Tools such as email newsletters, social media updates, and an internal project website can exist to keep stakeholders informed. These methods ensure that all community members are consistently updated on progress and can provide feedback. Regular updates will maintain momentum and reinforce the commitment to change. Resistance to change is a natural response, but it can be effectively addressed through personalized communication strategies. One-on-one meetings with key influencers within the organization are not just a formality; they are crucial in understanding and addressing their concerns, thereby mitigating resistance. These meetings will involve open and honest discussions about the proposed changes, allowing us to address any misconceptions or fears directly. Doing so can build trust and understanding, which is essential for successful change management. For groups that demonstrate reluctance, creating focus groups and workshops can provide a platform for open discussion. These sessions should emphasize the benefits of the change, using testimonials from other institutions that have successfully implemented similar changes. Highlighting positive outcomes can help to shift perspectives and build support.

Moreover, creating a feedback loop where concerns are expressed and addressed promptly ensures manageable resistance. Transparent communication about addressing concerns helps build trust and reduce opposition.

Plan Monitoring and Evaluation

Continuous monitoring of the change management plan is not just a one-time task but a critical and ongoing process that is key to its success. The role of leadership in establishing a dedicated change management team responsible for tracking progress and reporting is crucial. This team’s use of Gantt charts and progress dashboards is not just for showing; it is a practical way to visualize and communicate the implementation status. Leadership responsibilities include setting clear milestones and deadlines, ensuring accountability, and providing the necessary resources for the change team. A regular review meeting with the change management team and other stakeholders can assess progress, address any issues, and adjust the plan if necessary. In the field of education, mentoring plays a vital role. The budget allocated to education for success is often insufficient, resulting in the need for adjustments to internalize skills and for peer mentoring to thrive. According to Bush and Middlewood, effective onboarding and induction ease the transition to a new institution. In mentoring, another professional has the support to succeed. Intensive induction into the multifaceted aspects of working in an extended school had a positive influence on employees’ attitudes outside of school, according to Blake et al. (2009). According to Bush and Middlewood, in the 1980s, teachers’ performance upgrades showed accountability. However, by the end of the 1990s, teacher evaluations had become the primary means of evaluating teachers. Accountability is a key factor in addressing political, moral, or professional issues in this type of succession planning. Assessing the success of the change management plan involves both quantitative and qualitative measures.

Surveys and questionnaires will be distributed to students and faculty to gather feedback on the accessibility and effectiveness of the online courses. Focus groups and interviews with students will provide deeper insights into their experiences and any challenges they face. Authentic leadership has a positive impact on employee growth and job satisfaction (Bamford et al., 2012). In this study, Leroy et al. (2012) examined followers’ commitment to team building, the importance of social engagement at work (Avolio et al., 2010), the behavior of employees at work, and the opinions that employees felt compelled to believe based on emotional rather than factual assumptions (Moriano et al., 2011).  Culture influences authentic leadership in the same way water flows down a stream. As a result of a flexible culture and authentic leadership, companies can achieve long-term growth when honest and transparent relationships with employees form the foundation of their success. If an authentic leader displays empathy, transparency, and genuine concern for the community, they can connect with followers (Northouse, 2021; Azanza et al., 2013). Data collection mechanisms include using learning management system analytics to track student engagement and performance. These metrics will help assess whether the changes are having the desired impact on student success. According to a study on employees ‘ trust in managers, the effectiveness of authentic leadership remains mediated by ethical moderating and transparent leadership. As a result, commitments alter themselves at this level.

 Consequently, there is a fair chance for employees to have a positive interaction when there is a high transparency level” (Wong et al., June 2016, volume 118, pp. 829-848). Study subjects included the relationship between superiors and subordinates and employees’ psychological attitudes. Kehan et al. (2016) used “effective commitment, authentic leadership, trust and supervisory relationships, and trustworthiness.” Experts will communicate the results of these evaluations to all stakeholders through detailed reports and presentations. This transparency ensures that everyone is aware of the progress and can contribute to further improvements.

Plan Summation and Conclusion

Leaders must understand their strengths, weaknesses, and the impact of their actions on others. Relational Transparency is critical. Being open and honest in communication helps build trust and credibility. Communication is essential for demonstrating integrity and ethical behavior, as well as maintaining trust (Nazem & Eftehary, 2014; Khun, 2022). Understanding and addressing the concerns and emotions of followers is vital in managing resistance and creating productive engagement. Adapting to and responding to unforeseen challenges is essential for maintaining momentum and support during times of change. Authentic leadership’s reassurance and confidence in managing change is unparalleled, making it crucial for any organization. By embracing authentic leadership principles, leaders can create an environment where trust, respect, and collaboration flourish, ultimately leading to sustained organizational success and individual growth. Essentially, this plan is a set of strategies and a call to action for all. It is a testament to the commitment to inclusivity and accessibility in education. By engaging stakeholders, addressing resistance, and monitoring progress together, one can ensure the success of digital online courses for Hispanic/Latino students with disabilities. Teacher autonomy enhances transparency in education, as teachers feel most responsible for their students. Direct action to build community (Northouse, 2019) is a means by which people develop stewardship commitments and care about movements. As a result, organizations, including our audience, can navigate the complexity of change initiatives more effectively by addressing these critical cultural issues and implementing effective leadership strategies, fostering a resilient and adaptable culture that supports long-term growth and success. This long-term growth is particularly significant for disabled Hispanic and Latino students in community colleges, who face unique challenges in accessing and succeeding in online courses. When educators empower themselves with autonomy, they can tailor their teaching methods to accommodate the diverse needs of these students (Quintanilla et al., 2016; Wang, 2016). Transparency in education facilitates more open communication and a deeper understanding of the specific barriers faced by students with disabilities, ultimately leading to more effective and personalized support systems. Creating a sense of belonging and mutual support among students can enhance their educational experience and encourage higher engagement and retention rates (Youngs, 2017). This plan is not just about change but about creating a collaborative and inclusive environment where everyone’s voice is heard and valued. It addresses systemic issues of inclusivity and accessibility while catering to the specific needs of Hispanic/Latino students with disabilities in the community college context. Its adaptability is its strength, ensuring it can weather any storm of change and provide equitable opportunities for all students to succeed in their online courses.

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