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 ...
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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.
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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 ...
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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 ...
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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.
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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.
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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.
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An Examination of the Relationship Between Teacher Efficacy and Teachers' Perceptions of Their Principals' Leadership Behaviors

An Examination of the Relationship Between Teacher Efficacy and Teachers' Perceptions of Their Principals' Leadership Behaviors

Date: May 2007
Creator: Ryan, Harry D.
Description: Over the years there has been significant discussion of the connection between principal's leadership qualities and teacher efficacy. Students come to the classroom from stable, traditional, supportive home environments as well as from unstable, broken, and homeless situations. Teachers are asked to teach a classroom full of students with a wide range of learning abilities as well as a varied range of learning disabilities. The confidence to do this for the measure of a teacher's career takes a strong sense of efficacy. The purpose of this study was to examine the relationship between teachers' sense of efficacy and teachers' perceptions of their principals' leadership qualities that enhance and/or diminish the teachers' sense of efficacy. This study utilized both quantitative and qualitative research methods to study the effects of leadership qualities on teacher efficacy. Quantitative data was acquired utilizing the teacher sense of efficacy scale and the principal leadership questionnaire. Qualitative data was gathered through a focus group meeting of teachers with measurably strong efficacy to identify principal practices that affect teachers' efficacy. The study's outcomes reported that total respondent data indicates a generally positive relationship between these two variables. Subgroup analysis revealed varying results with diminishing relationships measured from elementary ...
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Factors related to technology implementation of K-12 principals and teachers.

Factors related to technology implementation of K-12 principals and teachers.

Date: August 2006
Creator: Moses, Rhonda René
Description: The purpose of this study was to determine the relationship between principals' leadership styles and principals'/teachers' implementation of technology. The Leadership Effectiveness and Adaptability Description (LEAD) Self was used to identify the primary and secondary leadership styles of principals. The Level of Technology Implementation (LoTi) Questionnaire was used to identify the level of technology implementation (LoTi), personal computer use (PCU) and current instructional practice (CIP) scores for both teachers and principals. Data collected from 390 K-12 teachers and 22 principals of three large suburban districts in the Dallas-Fort Worth Metroplex was included in data analysis. The findings suggest that differing leadership styles do play a role in the LoTi, PCU, and CIP scores among teachers. Based on descriptive statistics it was determined that teachers with "participating" principals had higher mean LoTi and PCU scores than those with "telling" and "selling" principals. The difference in the mean PCU scores was statistically significant (p<.05) for teachers with "selling" and "participating" principals. Results also showed there was a statistical significance (p<.05) in the mean PCU and CIP scores of teachers working for principals with weak and high adaptability. Due to the low number of principals participating in this study, there is a need ...
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Employee empowerment: Relationships between location in the hierarchy, span of control, and industry type on perceptions of empowerment.

Employee empowerment: Relationships between location in the hierarchy, span of control, and industry type on perceptions of empowerment.

Access: Use of this item is restricted to the UNT Community.
Date: August 2006
Creator: Turner, Jon T., Jr.
Description: The current study seeks to examine the relationships between perceptions of employee empowerment and perceptions of leadership, span of control, and industry type. Participants were gathered from an archival source employing a high school alumni e-mail group (n = 361) and a survey from 9 organizations (n = 647) and combined into a larger sample (n = 1008). The participants took Bodner's (2005) Assessment of Employee Empowerment and Assessment of Empowering Leadership instruments. Support was found to suggest that people report being less empowered than they believe that top management would report about them. Also, participants reported that their leader was less empowering than they believed top management would report about the leader. Span of control was found to impact perceptions of empowerment. Production workers reported feeling more empowered than workers in service industries. Participants did not report that leaders were more empowering if they were higher in the hierarchy (executive) than lower levels (coach, employee). Also, a respondent's position did not affect the relationship between job type and feelings of empowerment. This study suggests that the organizational design (span of control) and industry type may affect empowerment initiatives, while lower levels of the organization may view empowerment much differently ...
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