東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Leader or manager: Academic library ...

Tripuraneni, Vinaya L.

Linked to FindBook

Google Book

Amazon

博客來

Leader or manager: Academic library leader's leadership orientation considered ideal by faculty, administrators and librarians at private, nonprofit, doctoral universities in Southern California.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Leader or manager: Academic library leader's leadership orientation considered ideal by faculty, administrators and librarians at private, nonprofit, doctoral universities in Southern California./
Author:	Tripuraneni, Vinaya L.
Description:	136 p.
Notes:	Source: Dissertation Abstracts International, Volume: 71-12, Section: A, page: .
Contained By:	Dissertation Abstracts International71-12A.
Subject:	Library Science. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3430266
ISBN:	9781124296623

Leader or manager: Academic library leader's leadership orientation considered ideal by faculty, administrators and librarians at private, nonprofit, doctoral universities in Southern California.
Tripuraneni, Vinaya L.

Leader or manager: Academic library leader's leadership orientation considered ideal by faculty, administrators and librarians at private, nonprofit, doctoral universities in Southern California. - 136 p.

Source: Dissertation Abstracts International, Volume: 71-12, Section: A, page: .

Thesis (Ed.D.)--University of La Verne, 2010.

Purpose: The purpose of this study is to identify the leadership orientation of the academic library leader considered ideal by faculty, administrators and librarians in private, non-profit, doctoral universities in Southern California.

ISBN: 9781124296623Subjects--Topical Terms:

881164
Library Science.

Leader or manager: Academic library leader's leadership orientation considered ideal by faculty, administrators and librarians at private, nonprofit, doctoral universities in Southern California.
LDR:03628nam 2200361 4500 001 1394910
005 20110506135133.5
008 130515s2010 ||||||||||||||||| ||eng d
020 $a 9781124296623
035 $a (UMI)AAI3430266
035 $a AAI3430266
040 $a UMI $c UMI
100 1 $a Tripuraneni, Vinaya L. $3 1673568
245 1 0 $a Leader or manager: Academic library leader's leadership orientation considered ideal by faculty, administrators and librarians at private, nonprofit, doctoral universities in Southern California.
300 $a 136 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-12, Section: A, page: .
500 $a Adviser: Thomas Harvey.
502 $a Thesis (Ed.D.)--University of La Verne, 2010.
520 $a Purpose: The purpose of this study is to identify the leadership orientation of the academic library leader considered ideal by faculty, administrators and librarians in private, non-profit, doctoral universities in Southern California.
520 $a Theoretical Framework: The theoretical framework used for this study was Bolman and Deal's Leadership Orientations.
520 $a Methodology: This study used a descriptive and ex post facto research design. Faculty, administrators and librarians at private, nonprofit, and doctoral universities in Southern California were surveyed using section II of Bolman and Deal's Leadership Orientation (Other) instrument, which consists of four leadership frames labeled structural, human resource, political and symbolic. While structural leaders attempt to align the internal processes of the organization to the external environment while dealing with organizational dilemmas, human resource leaders focus on meeting basic human needs. The political leader recognizes that an organization and its leadership function within a larger power structure where resources are scarce, where as the symbolic leader uses images, stories and rituals to inspire and motivate.
520 $a Findings: While faculty and administrators favored the structural frame, librarians favored the human resource frame as the ideal leadership orientation for an academic library leader. In addition, while there was a statistically significant difference in the mean scores of the structural, political, or symbolic frame, this was not the case for the human resource frame.
520 $a Conclusion: By choosing the structural frame as the ideal leadership orientation for the academic library leader, faculty and administrators expressed their preference for a manager charged with overseeing a well-managed library with resources and services established to meet the teaching and research needs of the university. However, given the high standard deviation in the scores for this frame, coupled with the preference expressed by librarians for the human resource frame, it can be concluded that both the groups acknowledge the need for more than analytical and technical expertise to address the complexities facing a 21st century academic library and its leadership.
520 $a Recommendations: It was recommended that the academic library leader select the frame most appropriate for any given situation or group so that faculty and administrators are assured of a well managed library, while librarians are assured that their leader is a humanist.
590 $a School code: 0476.
650 4 $a Library Science. $3 881164
650 4 $a Education, Higher Education Administration. $3 1669382
650 4 $a Education, Leadership. $3 1035576
650 4 $a Education, Higher. $3 543175
690 $a 0399
690 $a 0446
690 $a 0449
690 $a 0745
710 2 $a University of La Verne. $3 718928
773 0 $t Dissertation Abstracts International $g 71-12A.
790 1 0 $a Harvey, Thomas, $e advisor
790 $a 0476
791 $a Ed.D.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3430266