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Making the Case for Effective Leader...

Moore, Brooke E.

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Making the Case for Effective Leadership and Development within Colleges and Universities: A Study of Leadership Perceptions and Organizational Culture.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Making the Case for Effective Leadership and Development within Colleges and Universities: A Study of Leadership Perceptions and Organizational Culture./
Author:	Moore, Brooke E.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	223 p.
Notes:	Source: Dissertations Abstracts International, Volume: 80-10, Section: A.
Contained By:	Dissertations Abstracts International80-10A.
Subject:	Higher Education Administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13858788
ISBN:	9781392069509

Making the Case for Effective Leadership and Development within Colleges and Universities: A Study of Leadership Perceptions and Organizational Culture.
Moore, Brooke E.

Making the Case for Effective Leadership and Development within Colleges and Universities: A Study of Leadership Perceptions and Organizational Culture. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 223 p.

Source: Dissertations Abstracts International, Volume: 80-10, Section: A.

Thesis (Ed.D.)--University of South Alabama, 2019.

This item must not be added to any third party search indexes.

American colleges and universities have always been marginally affected by change, but these changes were generally exclusive to a program, college, or institution. Change itself is inevitable, but how institutions adapt to change is defined by the strategies and competencies of university leadership. The ability to address uncertainty and create stability out of chaos is determined by the effectiveness of the traditional leadership positions. The purpose of this study was to determine the relationships among perceptions of organizational culture, leader effectiveness, job satisfaction, and commitment levels of faculty and staff at three institutions of higher education in the Southeast United States. Differences based on institutional and employee demographics and employee feedback were also examined. Study participants included faculty and staff and selection of individual participants was based on employment as the primary demographic; either current faculty members (those that have not yet achieved the role of Chair or Dean) or mid-level administrative staff members. This study utilized a mixed-methods approach. The questionnaires were administered electronically to 2,135 faculty and staff of which 490 valid surveys were returned completed. Despite its limitations, this study produced significant data that supported the relationship between perceptions of leader effectiveness, organizational culture, and employee job satisfaction and commitment. In addition, concepts that emerged from the study's open-ended qualitative questions were used to explain in more detail the preferred leadership characteristics and traits that may influence the overall culture of an institution. The collection and examination of these responses were used to support and augment emergent and unexpected concepts drawn from the quantitative survey responses with regard to the overall culture of each institution, the job satisfaction of the employees of each institution, and the features and behaviors deemed most important by university employees in the leadership. The study findings are consistent with current literature and add to the existing relationships between organizational culture and perceptions of leadership effectiveness, as well as the benefits of developing effective leaders. This research also contributes to the study of emotional intelligence in the learning environment and may influence the extent of further research. Expansion of this research could provide more information of culture at the aggregate level, capturing better pieces of organizational fit, not just leader behaviors.

ISBN: 9781392069509Subjects--Topical Terms:

3432472
Higher Education Administration.
Subjects--Index Terms:

Commitment

Making the Case for Effective Leadership and Development within Colleges and Universities: A Study of Leadership Perceptions and Organizational Culture.
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500 $a Source: Dissertations Abstracts International, Volume: 80-10, Section: A.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Maulding Green, Wanda.
502 $a Thesis (Ed.D.)--University of South Alabama, 2019.
506 $a This item must not be added to any third party search indexes.
506 $a This item must not be sold to any third party vendors.
520 $a American colleges and universities have always been marginally affected by change, but these changes were generally exclusive to a program, college, or institution. Change itself is inevitable, but how institutions adapt to change is defined by the strategies and competencies of university leadership. The ability to address uncertainty and create stability out of chaos is determined by the effectiveness of the traditional leadership positions. The purpose of this study was to determine the relationships among perceptions of organizational culture, leader effectiveness, job satisfaction, and commitment levels of faculty and staff at three institutions of higher education in the Southeast United States. Differences based on institutional and employee demographics and employee feedback were also examined. Study participants included faculty and staff and selection of individual participants was based on employment as the primary demographic; either current faculty members (those that have not yet achieved the role of Chair or Dean) or mid-level administrative staff members. This study utilized a mixed-methods approach. The questionnaires were administered electronically to 2,135 faculty and staff of which 490 valid surveys were returned completed. Despite its limitations, this study produced significant data that supported the relationship between perceptions of leader effectiveness, organizational culture, and employee job satisfaction and commitment. In addition, concepts that emerged from the study's open-ended qualitative questions were used to explain in more detail the preferred leadership characteristics and traits that may influence the overall culture of an institution. The collection and examination of these responses were used to support and augment emergent and unexpected concepts drawn from the quantitative survey responses with regard to the overall culture of each institution, the job satisfaction of the employees of each institution, and the features and behaviors deemed most important by university employees in the leadership. The study findings are consistent with current literature and add to the existing relationships between organizational culture and perceptions of leadership effectiveness, as well as the benefits of developing effective leaders. This research also contributes to the study of emotional intelligence in the learning environment and may influence the extent of further research. Expansion of this research could provide more information of culture at the aggregate level, capturing better pieces of organizational fit, not just leader behaviors.
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