A Study of the Relationship Between Self-perceived Presidential Leadership Style and the Level of Faculty Satisfaction with Shared Governance at Select Community Colleges PDF Download

Author: Terrence Ramon Stuart
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Category : College teachers
Languages : en
Pages :

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Author: Pamela Barnes
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Category : Electronic dissertations
Languages : en
Pages :

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This research examined the relationship between perceived presidential leadership styles and faculty job satisfaction in Illinois Community Colleges. Based on previous research studies in leadership and job satisfaction, two widely accepted and validated survey questionnaires were selected as main instruments for the study. An additional four demographic questions were added in the areas of tenure status, gender, length of service at the institution and level of degree attained to stratify the sample results. The Leadership Behavior Description Questionnaire (LBDQ) was used to measure presidential leadership styles as perceived by the faculty. The Job Satisfaction Survey (JSS) was used to measure faculty job satisfaction. The LBDQ and MSQ questionnaires, and demographic questions were uploaded into Survey Monkey and the link was sent to participants. Data on presidential leadership style and faculty job satisfaction were collected from a sample of 62 full time faculty members from 5 Illinois Community Colleges. The rate of survey return was 15%. Statistical analyses, including ANOVAs, t-tests and Pearson Correlations were performed and descriptive statistics were ran to answer the study's research questions. ANOVAs were conducted to determine whether differences and/or interactions existed in faculty job satisfaction based on perceived presidential leadership style and the faculty demographic variables of length of service and level of degree attained. T-Tests were conducted on the remaining two demographic questions of gender and tenure status. Lastly, Pearson correlations were conducted to determine the relationship between the survey results. The following conclusions were drawn from the statistical analyses. Overall job satisfaction of faculty at Illinois community colleges who responded to the study can be considered "ambivalent". There was a statistically moderate association between the two survey results, overall. The results of the Pearson correlation coefficients proved there is a relationship between six of the eleven LBDQ subscales and overall JSS results. They are: Initiation of Structure, Integration, Role of Assumption, Tolerance of Freedom, Persuasion and Representation. None of the demographic responses statistically impacted job satisfaction or perceptions of presidential leadership styles.

Author:
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Category : Dissertation abstracts
Languages : en
Pages : 776

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Author: Frederick Dean Lucas
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Category : Community college presidents
Languages : en
Pages : 194

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Category : Dissertations, Academic
Languages : en
Pages : 664

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Author: Pei Chi Hua
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Category : Community college presidents
Languages : en
Pages : 98

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Purpose. The purpose of this study is to examine the impact of presidential leadership style according to gender on the quality of community colleges. The proposed path is modeled as follows: gender-> presidential leadership style-> the quality of community colleges. Methodology. The study uses the survey methodology to analyze data collected from 82 faculty members in 10 California community colleges. Presidential leadership effectiveness, specifically transformational leadership, is measured using the Multifactor Leadership Questionnaire (Bass & Avolio, 2000). Transformational leadership includes idealized influence, inspiration motivation, intellectual stimulation, and individual consideration (Bass, 1998). The quality of community colleges includes input quality and outcome quality. Input quality includes faculty quality and equipment quality. Faculty quality is measured using the percentage of full-time faculty and the student-faculty ratio. Equipment quality is measured using computer-student ratio and library books-student ratio. Outcome quality is measured using student transfer rates and graduation rates. Findings. The results of the study show that a difference between male presidents and female presidents in transformational leadership was not found. However, transformational leadership was associated with the quality of community colleges. There was a significant relationship between transformational leadership and the quality of community colleges, including total quality and input quality. However, there was not a significant relationship between transformational leadership and outcome quality. At the college level, there was no significant relationship between gender of presidents and the quality of community colleges, including total quality, input quality, and outcome quality. Considering the perceptions of individual faculty members, there was a difference in favor of male presidents on total quality and outcome quality. Conclusions. The results indicate that the transformational leadership model can lead to the improvement of quality in community colleges for both male and female presidents.

Author: Love Julie Y.
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ISBN:
Category : College presidents
Languages : en
Pages : 204

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Author: Ervine M. Crawford
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Category : College presidents
Languages : en
Pages : 262

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Author: Joshua D. Baker
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ISBN:
Category : Community college presidents
Languages : en
Pages : 144

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Organizational trust refers to the tendency of individuals or groups within an organization to trust each other. Tschannen-Moran (2004) describes trust as one's "willingness to be vulnerable to another based on the confidence that the other is benevolent, honest, open, reliable, and competent" (p. 17). The purpose of this study was to research the faculty perceptions of actions of community college presidents that increase organizational trust. A single college case study was used for this study. To participate, community colleges had to be in the state of Washington, not be in a district, be at least 20 years old, and be of average size in the state, defined as having between 3,000 and 12,000 full-time enrollments. Also, the president and faculty union representative expressed willingness to support the research and indicated that the institution was an appropriate place to study organizational trust. Informants were required to be tenured faculty members with at least ten years at the college. Informants were recommended by the president, vice-president of academic affairs, and the faculty union representative. Thirteen faculty members were interviewed. Responses were analyzed and seven themes were created. Those themes were autonomy, communication, shared governance, interaction, commitment to excellence, putting people first, and shared vision. Autonomy, communication, commitment to excellence, and putting people first are very similar to those found in the Tschannen-Moran Model. However, shared governance, interaction, and shared vision all had a less direct connection to the model. Each theme consisted of many examples of actions of the president that increased organizational trust.

Author: Jane Gallimore McKee
Publisher:
ISBN:
Category : Community college presidents
Languages : en
Pages : 280

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