| dc.description.abstract | The purpose of this study was to explore the experiences of adult education and family literacy leaders in navigating organizations through downturns in the economic environment. The Great Recession and ensuing reductions in federal and state funding impeded the ability of organizations to sustain services. Given the fiscal and resource constraints, adult education and family literacy organizations have been challenged to compete for the resources necessary for survival. This study sought to understand how the leadership therein managed to sustain services despite diminished organizational resources and increased competition. Qualitative research design using the multiple case study method guided this study. The participants were identified through their connection to the Texas Center for the Advancement of Literacy and Learning. The research sites were three Texas-based non-profit adult education and family literacy organizations. Five program coordinators and three executive directors who worked in these organizations participated in this study. Data collection included face-to-face, semi-structured interviews, as well as organizational documents, archival records, memos, researcher notes, and other documents. The findings suggested there are multiple paths to leadership in adult education, including public education and adult education. Additionally, as participants transitioned into leadership roles, they were either intrinsically or extrinsically motivated. Intrinsic motivations generally concerned one’s desire for career advancement and promotion. Comparatively, extrinsic motivation to serve or be of assistance in a greater capacity resulted from a shared kinship with their students through race, heritage, motherhood, and/or economics. Finally, leadership’s response to constraints in the environment generally served to adapt the organization to environmental demands to sustain operations. The primary strategy was retrenchment – reducing paid work hours, shortening the academic year, implementing hiring freezes, and reducing staff through attrition. Leaders worked to preserve the integrity of their programs, while being conscientious of staffing and resource decisions. The findings provided new insight into the leadership of under-resourced, over-taxed adult education and family literacy organizations and the environments which inform operations and decision-making. | en |
