Sex and Gender Differences in Perceived and Actual Leadership Performance: Self- and Subordinate Views
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Date: May 2003
Creator: Rivero, Arlene Jean
Description: The purpose of this study was to examine how male and female leaders view their own effectiveness as compared to their objective performance. This study also examined sex and gender differences in subordinate's views of male and female leaders. Forty-two mixed-sex groups led by appointed male and female leaders were observed to assess objective and perceived leader effectiveness. Gender role of participants was assessed using the Bem Sex Role Inventory (BSRI). No sex or gender differences were found in objective leadership effectiveness. An unexpected finding was that male and female leaders perceived themselves accurately as leaders. Significant differences were found in the way male subordinates rated men and women leaders when taking into account gender role. Results indicated that the study of gender bias in leadership is complex and should be examined in conjunction with gender role. Social role theory helps to explain this bias.
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Leadership Effectiveness: Investigating the Influences of Leader Sex, Gender, and Behaviors on Self and Other Perceptions
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Date: December 2005
Creator: York, Christina D.
Description: Though increasing numbers of women are entering the workforce, a disproportionate number of women are placed into upper level management positions. Social role and role congruity theory both posit that women in leadership positions are likely to face more negative criticism than men in leadership positions. The purpose of the current study was to examine the influence of gender roles on leader behaviors as well as leaders' self perceived effectiveness. The study also examined third party raters' views of female and male leaders. Videotapes of forty-seven mixed sex groups with randomly appointed male and female leaders were used to examine leader behaviors as well as raters' effectiveness ratings. Leaders' self perceived effectiveness ratings were also used. Gender roles of the leaders were assessed using the Bem Sex Role Inventory (BSRI). Results of a MANOVA indicated that leader gender roles did not lead to differences in leader behaviors exhibited among those in feminine, masculine, and androgynous groups. For female leaders, femininity was not related to feminine behaviors. Unexpectedly, for male leaders, masculinity was inversely related to masculine behaviors. With regard to raters' effectiveness ratings of the leaders, no differences were found in ratings based on leader gender. Further, for female leaders, ...
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The historical significance of professional contributions of a leader in the field of emotional and behavioral disorders in special education: A qualitative case study of Richard J. Whelan.
Date: May 2007
Creator: Smythe, Carolyn N.
Description: Historical documentation of the impact of PL 88-164 on the field of emotional and behavioral disorders (E/BD) and the development and implementation of teacher-training programs for children and youth identified as E/BD is limited. This study was designed to document the historical significance and professional contributions of Dr. Richard J. Whelan, Professor Emeritus, University of Kansas and his work in the development of teacher preparation training programs in the field of E/BD in institutions of higher education (IHE). The second purpose of this study was to document the legislative and program initiatives that have impacted the services, education, teaching, and research initiatives in the field of E/BD as interpreted by Dr. Whelan. The final purpose of this study was to examine the views of Dr. Whelan regarding the need for future developments in the field of E/BD. Legislative and policy efforts continue to change the climate in which children are educated. The field of special education relies on the efficacy of the training programs in IHE to provide appropriate teaching and research efforts in a manner that is consistent with the current needs of students with E/BD, their families, and the schools in which they seek to be educated. As ...
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Analysis of leadership perceptions using multirater feedback.
Date: May 2004
Creator: Bradley, Thomas P.
Description: Performance improvement intervention begins with assessment. How that assessment is interpreted can mean the difference between success and failure. Previous research of 360-degree feedback instruments has tried to reconcile the differences between multiple rater groups. Rather than searching for agreement, this research proposes to understand the meaning of the differences using multirater feedback. Individuals determine ratings based upon their own perspective and building upon the understanding of rater perspective may result in improved assessments. Data from an existing data set was processed using a second-order CFA in structural equation modeling. Covariance between the second-order factors and rater groups determined the difference in how each rater group perceived the leader.
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Leadership preferences of a Generation Y cohort: A mixed methods study.
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Date: May 2005
Creator: Dulin, Linda
Description: Presently there are four generational cohorts in the workplace. Born from 1977 to 1997, the youngest cohort group, referred to as Generation Y (or Gen Y) in this study, has 81 million members, of whom over 29 million are already in the workplace. The importance of leader-subordinate relationships in the workplace has been confirmed; in recognizing this, leaders must identify and adapt to the changing era-shaped needs of employees, who cannot fully participate in organizational life if their most urgent needs are not being met. Because Gen Y employees are only now entering the workforce, little is actually known about the workplace needs of this cohort group. This study attempted to determine leadership needs of a Gen Y cohort as a means to enhance workplace relationships in the 21st century organization. A sequential, mixed methods study was employed to explore leadership preferences of a Gen Y cohort. Initially, focus group interviews were used to generate leadership themes. Based on these themes, an instrument was designed, and Gen Y business students from three higher education institutions were surveyed. Confirmatory factor analysis using LISREL software was used to test the themes. The driving force behind this research design was to build a ...
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Design and empirical analysis of a model of empowering leadership.
Date: May 2005
Creator: Bodner, Sarah L.
Description: Mid-level leaders are often expected to implement employee empowerment initiatives, yet many do not have a clear understanding of how to empower employees. To address this issue, a model of empowering leadership was developed. The model presents specific, actionable behaviors that a leader should perform in order to empower employees. The model comprises 13 factors built around the areas of ability, accountability, and authority. First, leaders must ensure employees have the ability to be empowered. To do so, they must (a) build employee organizational knowledge, (b) provide access to pertinent information, (c) assure employees have the necessary skill set, and (d) identify and provide needed resources. Second, leaders must create systems of accountability for employee outcomes by (e) setting a standard of continuous improvement, (f) recognizing and rewarding good work, (g) regularly evaluating employee efforts, and (h) providing continuous feedback on employee efforts. Third, leaders should provide employees with the authority to be empowered by (i) serving as advocates of employee efforts, (j) providing an environment that is conducive to empowerment, (k) setting a clear and consistent direction to guide employee efforts, and (l) building systems and structures to support employee empowerment. The thirteenth factor of the model is a ...
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Elementary Teacher Attrition and Factors of Organizational Climate
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Date: May 2003
Creator: Cotten, Virginia E.
Description: As the United States faces a critical teacher shortage, it is important to examine all factors that may contribute to the revolving door of teacher attrition. This study explored the climate of elementary schools to determine if there was a correlation between teacher attrition and school organizational climate. Three basic research questions were addressed: 1) Is there a relationship between school organizational climate and teacher attrition? 2) Is a change in campus leadership related to school organizational climate? 3) Is there a relationship between a change in campus leadership and teacher attrition? Thirty-seven elementary schools were examined in terms of their individual teacher attrition rates and their climate survey scores. The data utilized in this study came from one school district's climate survey and teacher attrition rates for the 2000-2001 school year. The findings of this study indicate that factors of organizational climate may predict teacher attrition rates. Specifically, instructiona support may be related to teacher attrition. Major components of instructional support include principal behaviors, respect for teaching and learning, and communication with administrators. Teacher attrition was not related to principal experience. Also, principal experience was not related to factors of school organizational climate.
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A study of the technology leadership of Texas high school principals.
Date: May 2004
Creator: Seay, D. Alan
Description: Effectively integrating technology into school requires the presence of informed and visionary leadership. Past research on change in schools demonstrates the importance of the principal to that process. In that research it is obvious that the principal must possess more than skills and knowledge about the change, he or she must also possess leadership skills to lead the campus through the change. Despite this finding, very little research has been attempted to determine the leadership knowledge and skills of principals for technology integration. This study attempts to investigate the technology leadership of high school principals in Texas using the National Educational Technology Standards for Administrators (NETS*A). In addition, this study compares technology leadership among principals who have attended the Technology Leadership Academy with those who have not attended this training. The two questions that guided this study are: (1) What are the technology leadership actions of Texas' high school principals in each of the six technology leadership standards identified by the NETS*A standard document? (2) How are the technology leadership practices of high school principals who participated in the Technology Leadership Academy sponsored by TASA and TBEC different from those who have not participated in the training? Because no existing ...
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Effects of the Texas Principal Excellence Program on Texas Principal Leadership Behavior and School Outcomes
Date: May 2011
Creator: Fouche, Todd P.
Description: The purpose of this study was to examine the leadership and school outcome effects of the Texas Principal Improvement program; which authorized the School Leadership Pilot Program under Texas Education Code 11.203. The specific research questions were: What effects did participating in the Texas Principal Excellence Program in 2009-2010 have on participants and their schools? What changes in participants' self-reported and peer-observed leader behaviors occurred between the initial assessment at the onset of the program and the final assessment once the program was completed? What changes were experienced in school's passing rate on mathematics and reading TAKS in schools having the same principal for the two years in 2008-2009 (pre-participation) and 2009-2010 (post participation). The research used TxPEP participating principals who agreed to take part in the study. Principals and a selected group of people who worked with them completed a 360-degree leadership feedback instrument addressing nine leadership competencies at the beginning and end of the program. Paired samples t-tests were used to determine if changes from pre-participation to post-participation were statistically significant. When a statistically significant difference was found, effect size and confidence intervals were calculated to place the data in context. Multiple regression and propensity score matching were ...
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The relationship of self-monitoring to team leader flexibility and work environment preference
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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 ...
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