Leadership Frames of Female Presidents of American Research Universities

Leadership Frames of Female Presidents of American Research Universities

Date: August 2002
Creator: Welch, Courtney
Description: This study used case studies to examine the leadership frames of female presidents of four-year, public and private, coeducational research institutions both from the Intensive and Extensive Carnegie classifications within the United States. The population (N=30) surveyed was sent the Leadership Orientation Questionnaire (Self) developed from the previous research conducted by Lee Bolman and Terrance Deal. The Bolman and Deal leadership frame theory condensed existing organizational theories into a four-frame perspective consisting of a structural, human resource, political, and symbolic frame. Bolman and Deal theorized that the ability to use more than one frame is considered to be critical to the success of leaders and intensify that leader's capacity for making decisions and taking effective actions. The Leadership Orientation Questionnaire (Self) contains five sections that include rating scales for personal demographics, the four frames, eight leadership dimensions, and management and leadership effectiveness. The research questions sought to identify the demographic characteristics and academic histories of the survey participants and the associations between these variables, the leadership frames represented among the survey participants, and how many, and which, of the four frames the survey participants use collectively. This study allowed its participants to examine their perceptions of their own leadership frames ...
Contributing Partner: UNT Libraries
Managerial self-awareness and its impact on leadership in high-performing managers.

Managerial self-awareness and its impact on leadership in high-performing managers.

Date: May 2002
Creator: Yancey, Margaret
Description: Managerial self-awareness is thought to impact leadership. A multi-rater feedback instrument was used to gather performance data on 70 managers in a large multi-national airline in regards to five leadership dimensions: making sound decisions, driving for results, effective communication, self-management, and innovation. Difference scores between self and direct reports were calculated and used as the operational definition of managerial self-awareness. T-tests were run to examine the difference between high performers and average performers. No significant differences were found. Additionally, correlational measures between the five leadership competencies and the managerial self-awareness measure indicated statistically weak relationships.
Contributing Partner: UNT Libraries
Presidents' Leadership Behaviors Associated with Followers' Job Satisfaction, Motivation Toward Extra Effort, and Presidential Effecitveness at Evangelical Colleges and Universities

Presidents' Leadership Behaviors Associated with Followers' Job Satisfaction, Motivation Toward Extra Effort, and Presidential Effecitveness at Evangelical Colleges and Universities

Date: December 2003
Creator: Webb, Kerry S.
Description: Transformational leaders have tendencies that include: 1) projecting confidence and optimism about goals and followers' ability, 2) providing a clear vision, 3) encouraging creativity through empowerment and rewarding experimentation, 4) setting high expectations and creating a supportive environment, and 5) establishing personal relationships with followers. Transactional leadership as a process in which leaders and followers decide on goals and how to achieve them through a mutual exchange. The leader provides followers with resources, rewards, and punishment in order to achieve motivation, productivity, and effective task accomplishment. Laissez-faire leadership is the process of letting followers work without direction or guidance from the leader. The laissez-faire leader avoids providing direction and support, shows a lack of active involvement in follower activity, and abdicates responsibilities by maintaining a line of separation between the leader and the followers. The primary purpose of this study was to investigate the assumption that a combination of transformational and transactional leadership factors is more predictive of greater followers' job satisfaction, motivation toward extra effort, and perceived presidential effectiveness than either leadership style alone. The study investigated perceptions of the degree to which transformational leadership, transactional leadership, and laissez-faire leadership were practiced by presidents of member colleges and universities ...
Contributing Partner: UNT Libraries
Principals' Leadership Beliefs: Are Personal and Environmental Influences Related to Self-Efficacy?

Principals' Leadership Beliefs: Are Personal and Environmental Influences Related to Self-Efficacy?

Date: December 2008
Creator: Nye, Gary D.
Description: The purpose of this study was to determine if there was a relationship between principal self-efficacy and personal characteristics, school conditions, and professional preparation among a selected group of Texas, public school principals. The survey instrument included the Principal Self-Efficacy Scale (PSES) developed by Tschannen-Moran & Garies in 2004, and other items. The survey instrument was electronically distributed to a random sample of 965 Texas, public school principals. From that population, 289 principals completed the survey for a response rate of 30%. Statistical Package for the Social Sciences (SPSS) was used for the analyses which included descriptive statistics, correlations, and analysis of variance. Additionally, factor analysis and reliability were calculated for the PSES. The factor structure and reliability found in this study closely mirrored the results of earlier investigations, providing further support for the reliability and validity of the PSES. Out of 12 variables examined in relation to principal self-efficacy, a statistically significant relationship was found for gender, years of teaching experience, level, SES, parental involvement, and student discipline. However, all six of the statistically significant variables had a small effect size indicating limited practical significance. The results of this study support the need for continued research of principal self-efficacy ...
Contributing Partner: UNT Libraries
Vicarious Learning: The Relationship Between Perceived Leader Behavior and Work Group Member Behavior

Vicarious Learning: The Relationship Between Perceived Leader Behavior and Work Group Member Behavior

Date: December 2002
Creator: Brown, Diem
Description: The relationship between perceived leader behavior and work group behavior was examined. Archival survey data was used in the analyses. The company that developed the survey randomly selected 595 employees to complete the survey. Results suggest there is a strong and significant relationship between leader and subordinate behavior. Group members who report that their leader demonstrates a particular behavior also report that their work group demonstrates the same or similar behavior, suggesting that subordinates may be modeling the behavior of their leader. Leadership behaviors related to trust, availability, respect, conflict, and support seem to be the best predictors of work group behavior. Furthermore, whether or not group members have received team training appears to have an effect on their perceptions of their leader and work group. The challenge for leaders is to understand modeling principles so that they can facilitate the modeling of functional rather than dysfunctional behaviors.
Contributing Partner: UNT Libraries
Authentic transformational leadership and implicit leadership theories.

Authentic transformational leadership and implicit leadership theories.

Date: August 2008
Creator: Nichols, Thomas W.
Description: Transformational leadership describes a leader who motivates followers to performance beyond expectations, but it has often been attacked for its potential to be abused. A newer form of leadership has been proposed, that of authentic leadership. Authentic leadership is an over-arching concept that proposes to include transformational leadership and all positive forms of leadership. At the heart of authentic leadership is the concept of ethicality. The concept of authenticity may contribute to the transformational leadership paradigm, producing an ideal form of leadership. Authentic leadership may not be an over-arching form of leadership, but one suited particularly to transformational leadership. I propose that authentic transformational leadership resides in leaders' and followers' implicit leadership theories. This experiment addresses authentic transformational leadership and the role of implicit leadership theories in directing leader behavior. A model is developed that outlines the relationship between authentic transformational leadership and implicit leadership theories, including the separate implicit theories of leader and follower, leader-member exchange (LMX), and leader effectiveness. Hypotheses concerning these relationships are developed. The study is experimental, using WebCT as a delivery tool. Scenario-based surveys were developed to collect data, using both known measures and measures developed specifically for this experiment. Two pilot studies were conducted ...
Contributing Partner: UNT Libraries
Ideal Leader Behavior Descriptions of Approved and Sociometrically Chosen Student Leaders

Ideal Leader Behavior Descriptions of Approved and Sociometrically Chosen Student Leaders

Date: August 1967
Creator: Bryant, George W.
Description: The problem of this study was to investigate the concept of ideal leadership as perceived at three different levels of leadership within the structure of a private military academy. The primary purpose was to determine the relationship between the ideal leader as perceived by the students, the teachers and the military science faculty.
Contributing Partner: UNT Libraries
Some Dimensions of Leadership Behavior of School Superintendents in Selected Texas School Districts

Some Dimensions of Leadership Behavior of School Superintendents in Selected Texas School Districts

Date: August 1969
Creator: Murphy, Marcus Dean
Description: The problem of this study was an investigation of some dimensions of leadership behavior of Texas school superintendents as perceived by themselves and as perceived by their staffs.
Contributing Partner: UNT Libraries
A Comparison of the Leadership Styles Of Occupational Therapy Education Program Directors and Clinic Administrators

A Comparison of the Leadership Styles Of Occupational Therapy Education Program Directors and Clinic Administrators

Date: December 2000
Creator: Reiss, Rhona G.
Description: Are there differences in leadership styles among occupational therapy clinic administrators and program directors in professional and technical education programs? This study investigated transformational and transactional leadership behaviors and effectiveness as measured by the Multifactor Leadership Questionnaire (MLQ) Form 5x-Short behaviors and demographic characteristics of leaders and their organizations using a questionnaire designed by the researcher. MLQ Leader Forms were received from 50 clinic administrators randomly selected from the membership list of the Administration and Management Special Interest Section (AMSIS) of the American Occupational Therapy Association (AOTA), 56 professional program directors, and 41 technical program directors from accredited occupational therapy education programs in the United States, for a total of 147 leader respondents. Rater forms were received from 2 to 5 occupational therapy staff or faculty per leader and average scores calculated. More than 86% of leader respondents were female and white. Major findings indicate that administrative positions indifferent institutional contexts relate to leadership behaviors and effectiveness. Technical education program directors and clinic administrators scored higher on transformational behaviors and effectiveness than professional education program directors. Consistent with other research on leadership, the self-ratings of leaders were higher than ratings of subordinates. The data indicated statistically significant positive correlations between ...
Contributing Partner: UNT Libraries
The relationship of self-monitoring to team leader flexibility and work environment preference

The relationship of self-monitoring to team leader flexibility and work environment preference

Access: Use of this item is restricted to the UNT Community.
Date: August 2000
Creator: Nichols, Judith Ann
Description: This research explores the relationship of self-monitoring with team leader behavior and work environment preference. Those who are high on self-monitoring demonstrate flexibility in their actions with others and are socially perceptive. They perform well in a variety of leadership positions and are viewed as leaders by group members. High self-monitoring types choose "socially" based careers, including teacher and psychologist, in which they adapt their interaction styles to effectively meet the demands of clients. The demands placed on a team leader appear to require similar characteristics to those that high self-monitoring individuals possess. As a team matures through different stages of development, the role of the leader ranges from director to facilitator to consultant. In order to effectively meet team needs, a leader must be socially sensitive to interpersonal cues and have the ability to assume various roles. In addition, given the fact that the position of team leader is a highly social type of career that requires behaviors similar to careers chosen by high self-monitoring individuals, it is likely that high self-monitors would prefer working in a team work environment over a traditional one. A survey methodology was used to assess the characteristics of 100 team members. No relationship ...
Contributing Partner: UNT Libraries
FIRST PREV 1 2 3 4 NEXT LAST