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Dq University: a Leadership Analysis

In: Business and Management

Submitted By rtolen3090
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D-Q University: Leadership Analysis
The rebirth of D-Q University describes how none of the leaders of the American tribal college movement and one of the nation’s 34 tribal colleges faced financial difficulties, accreditation challenges resulting in the college being faced with the decision whether to close its doors or not. Leadership failure to reach Indian students before the accreditation was revoked is thought to be a primary issue creating low student enrollment. We will discuss background, issues, analysis, and make recommendations addressing the leadership failures in the areas of power structures, leadership, systems thinking, organizational culture, and ethics impacting the college ability to re-open its doors to the Indian student population its purpose to educate and serve.
Background
The desire for a Native American university can be traced back to the writings of Jack Forbes in the 1960s. Forbes, who was also a professor at UC Davis, eventually became a co-founder of D-Q University (D-QU). Other founders included David Risling and Carl Gorman. When his proposals largely fell upon deaf ears, he formed a committee for the establishment of an actual university. When an Army communications facility near Davis was decommissioned in 1970, the committee filed an application to use the land for a school. UC Davis filed a competing application for the space, and scandal erupted when Senator George Murphy publicly revealed, while the applications were still supposed to be under review, that the land would be going to UCD.
Backlash caused UCD to withdraw its application amidst speculation of back-room dealings. Feeling that the officials had corrupted the process, supporters of the D-QU movement began physically occupying the grounds of the former Army facility. By citing the 1868 Treaty of Laramie, the Native Americans claimed that the disused...

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