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

Linked to FindBook

Google Book

Amazon

博客來

Transformational Leadership and Student Retention: A Quantitative Descriptive Study.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Transformational Leadership and Student Retention: A Quantitative Descriptive Study./
Author:	Cochran, Tamara L.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	187 p.
Notes:	Source: Dissertations Abstracts International, Volume: 82-04, Section: A.
Contained By:	Dissertations Abstracts International82-04A.
Subject:	Educational leadership. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28094646
ISBN:	9798672193106

Transformational Leadership and Student Retention: A Quantitative Descriptive Study.
Cochran, Tamara L.

Transformational Leadership and Student Retention: A Quantitative Descriptive Study. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 187 p.

Source: Dissertations Abstracts International, Volume: 82-04, Section: A.

Thesis (Ed.D.)--Grand Canyon University, 2020.

This item must not be sold to any third party vendors.

The purpose of this quantitative, descriptive study was to examine the distribution of transformational leadership scores on five subscales-Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart-measured using the Leadership Practices Inventory® for cohorts of new academic administrators and faculty leaders as well as the distribution of student retention rates between 2013 and 2018 in a district of two-year, postsecondary institutions in the southwestern United States. Theoretical foundations included Kouzes and Posner's transformational leadership model and Tinto's institutional departure model. Archived leadership data from the Leadership Practices Inventory® were used to answer the first research question about the distribution of mean transformational leadership scores for 2013 through 2018 cohorts of new leaders in a district of two-year, postsecondary institutions. The findings showed that the Enable Others to Act behavior dominated across all new leader cohorts from 2013 through 2018. The Inspire a Shared Vision behavior occurred least in the sample. The identified patterns may guide training initiatives for two-year, postsecondary institution leaders. Retention data available in the Integrated Postsecondary Education Data System were used to answer the second research question regarding the distribution of student retention rates between 2013 and 2018. Student retention rates ranged between 45% and 53%. The lowest student retention rate during the study period was 45% in 2013 (3.1% below the national average). The highest rate, 53%, occurred in 2017 (4.9% above the national average).

ISBN: 9798672193106Subjects--Topical Terms:

529436
Educational leadership.
Subjects--Index Terms:

Community college

Transformational Leadership and Student Retention: A Quantitative Descriptive Study.
LDR:02961nmm a2200397 4500 001 2345312
005 20230119153217.5
008 241004s2020 ||||||||||||||||| ||eng d
020 $a 9798672193106
035 $a (MiAaPQ)AAI28094646
035 $a AAI28094646
040 $a MiAaPQ $c MiAaPQ
100 1 $a Cochran, Tamara L. $3 3684229
245 1 0 $a Transformational Leadership and Student Retention: A Quantitative Descriptive Study.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2020
300 $a 187 p.
500 $a Source: Dissertations Abstracts International, Volume: 82-04, Section: A.
500 $a Advisor: Griffiths-Prince, Marcia.
502 $a Thesis (Ed.D.)--Grand Canyon University, 2020.
506 $a This item must not be sold to any third party vendors.
520 $a The purpose of this quantitative, descriptive study was to examine the distribution of transformational leadership scores on five subscales-Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart-measured using the Leadership Practices Inventory® for cohorts of new academic administrators and faculty leaders as well as the distribution of student retention rates between 2013 and 2018 in a district of two-year, postsecondary institutions in the southwestern United States. Theoretical foundations included Kouzes and Posner's transformational leadership model and Tinto's institutional departure model. Archived leadership data from the Leadership Practices Inventory® were used to answer the first research question about the distribution of mean transformational leadership scores for 2013 through 2018 cohorts of new leaders in a district of two-year, postsecondary institutions. The findings showed that the Enable Others to Act behavior dominated across all new leader cohorts from 2013 through 2018. The Inspire a Shared Vision behavior occurred least in the sample. The identified patterns may guide training initiatives for two-year, postsecondary institution leaders. Retention data available in the Integrated Postsecondary Education Data System were used to answer the second research question regarding the distribution of student retention rates between 2013 and 2018. Student retention rates ranged between 45% and 53%. The lowest student retention rate during the study period was 45% in 2013 (3.1% below the national average). The highest rate, 53%, occurred in 2017 (4.9% above the national average).
590 $a School code: 1582.
650 4 $a Educational leadership. $3 529436
650 4 $a Educational administration. $3 2122799
650 4 $a Community college education. $3 2122836
650 4 $a Higher education administration. $3 2122863
653 $a Community college
653 $a Kouzes and Posner
653 $a Leadership Practices Inventory
653 $a Student retention
653 $a Tinto's student integration model
653 $a Transformational leadership model
690 $a 0449
690 $a 0446
690 $a 0275
690 $a 0514
710 2 $a Grand Canyon University. $b College of Doctoral Studies. $3 2097618
773 0 $t Dissertations Abstracts International $g 82-04A.
790 $a 1582
791 $a Ed.D.
792 $a 2020
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28094646