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Leadership for creating a learning c...

Goldsmith, Carole Suzanne.

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Leadership for creating a learning college: A study of perceived leadership styles.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Leadership for creating a learning college: A study of perceived leadership styles./
作者:	Goldsmith, Carole Suzanne.
面頁冊數:	196 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-07, Section: A, page: 2450.
Contained By:	Dissertation Abstracts International66-07A.
標題:	Education, Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3182820
ISBN:	9780542239267

Leadership for creating a learning college: A study of perceived leadership styles.
Goldsmith, Carole Suzanne.

Leadership for creating a learning college: A study of perceived leadership styles. - 196 p.

Source: Dissertation Abstracts International, Volume: 66-07, Section: A, page: 2450.

Thesis (Ed.D.)--California State University, Fresno and University of California, Davis, 2005.

This study examined relationships between the perceived leadership styles of presidents and the perceptions of chief instructional officers and faculty senate presidents in relation to creating and maintaining a learning college. Literature on the learning college movement was discussed, and a review of the literature related to leadership and learning theories was presented.

ISBN: 9780542239267Subjects--Topical Terms:

626645
Education, Administration.

Leadership for creating a learning college: A study of perceived leadership styles.
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245 1 0 $a Leadership for creating a learning college: A study of perceived leadership styles.
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500 $a Source: Dissertation Abstracts International, Volume: 66-07, Section: A, page: 2450.
500 $a Chair: Sharon Brown-Welty.
502 $a Thesis (Ed.D.)--California State University, Fresno and University of California, Davis, 2005.
520 $a This study examined relationships between the perceived leadership styles of presidents and the perceptions of chief instructional officers and faculty senate presidents in relation to creating and maintaining a learning college. Literature on the learning college movement was discussed, and a review of the literature related to leadership and learning theories was presented.
520 $a Bolman and Deal's (1990) Leadership Orientations (Self and Other) was used to assess the leadership style of the presidents and Bradford's (2000) Learning-Centered Practices Questionnaire Inventory was use to measure the institutions' learning-centered practices as perceived by each respondent. A random sample of 1,272 participants was selected from the population of 2,979 American Association of State Colleges and American Association of Community Colleges. The sample included presidents, chief academic officers and faculty senate presidents of 227 community colleges belonging to the American Association of Community Colleges and 197 four-year universities having membership to the American Association of State Colleges and Universities.
520 $a Of the 1,272 survey instruments that were mailed, 634 or 49.8% were returned. Data collected from 226 presidents, 202 chief academic officers and 205 faculty senate presidents were analyzed using the Statistical Package for the Social Sciences release 12.0. In order to address issues of representativeness and to assess the goodness of the sample, chi-square tests and t-tests were used to compare the sample with the population on selected characteristics to national characteristics of two and four year college presidents. T-tests were used to determine the level of statistical significance of an observed difference between sample means. Correlational data was used to examine the relationship among the independent variables and the seven sub-categories of Leaning College practices. Frequency distributions and descriptive statistics were conducted to examine the questions posed in this study.
520 $a Findings suggest that use of the Symbolic Frame is the most prevalent among college presidents. Analyses of the demographic data supports the literature regarding presidential retirements (Weisman & Vaughan, 2002). Results suggest that there are more similarities than differences between community college presidents and four-year university presidents regarding the perception of learning-centered practices. Findings imply that positive perceptions of leadership style have a strong effect on the perceptions of creating or maintaining a learning college.
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