The Relationship Between Perceived Leadership Behaviors of the Dean/chair, Organizational Characteristics, and Nurse Faculty Job Satisfaction PDF Download

Author: Susan Marie Kennerly
Publisher:
ISBN:
Category :
Languages : en
Pages : 197

View

Book Description

Author: Susan Marie Kennerly
Publisher:
ISBN:
Category : Nursing schools
Languages : en
Pages : 394

View

Book Description

Author:
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 476

View

Book Description

Author: Leonard E. Morgan
Publisher:
ISBN:
Category : Deans (Education)
Languages : en
Pages : 130

View

Book Description

Author: Kim H. Song
Publisher:
ISBN:
Category : College teachers
Languages : en
Pages : 280

View

Book Description

Author:
Publisher:
ISBN:
Category : Nursing
Languages : en
Pages : 472

View

Book Description

Author: Kathleen Czech
Publisher:
ISBN:
Category : College department heads
Languages : en
Pages : 112

View

Book Description
With department chairs providing a critical link between faculty and administration, their leadership impacts universities on a broad level. However, chairs often report dissatisfaction with the position and experience rapid turnover. In an effort to help understand the role that communication plays in effective leadership for department chairs, this study provides an empirical test of Gibb's theory of defensive vs. supportive communication. As such, this project investigated the communication and leadership behaviors of university department chairs as evaluated by their faculty members. Specifically, 202 randomly selected faculty members from colleges and universities affiliated with the Council of Independent Colleges, Washington, D.C., comprise the sample. Respondents completed a multi-page survey assessing supportive and defensive communication, Bureaucratic, Machiavellian, and Transformational leadership behaviors of their department chair, and in addition, faculty members evaluated perceived chair effectiveness, their own relational and job satisfaction, as well as organizational commitment. T-tests revealed that more effective chairs utilized all six supportive communication behaviors more and five of six defensive behaviors less than their more negatively evaluated peers. Furthermore, multiple regression procedures explained 53% of the variance in perceived chair effectiveness showing that the supportive behaviors of problem orientation and description and the defensive behaviors of strategy and control were the most powerful predictors. Secondly, a series of regression procedures were used to explore the three types of leadership included in this study; communication behaviors explained 17% of the variance in bureaucracy scores, 69% of the variance in Machiavellianism, and 62% of the variance in Transformational leadership. Lastly, the study explored faculty job satisfaction and commitment using regression models; communication behaviors explained 56% of the variance in faculty job satisfaction and 41% of the variance in organizational commitment. Based on the findings of this study four implications are discussed. The first implication is that communication does indeed matter. The second implication gleaned from this study is that leadership is a communication phenomenon. The third implication discusses the need for policy implementation of training for department chairs. Finally, it is recommended that Gibb's original instrument be utilized in more empirical research to continue to test his concepts validity.

Author: H. Duane Akroyd
Publisher:
ISBN:
Category : Allied health personnel
Languages : en
Pages : 258

View

Book Description

Author: Justin Bateh
Publisher:
ISBN: 9780692757581
Category :
Languages : en
Pages : 214

View

Book Description
This book is a must read for administration and human resources staff of colleges and universities who may be having difficulty with retaining highly qualified teaching instructors, academic professors, and adjunct faculty staff. The retention of faculty and staff of educational institutions has been of vital concern over the last decade, especially since the economic turmoil of 2008 and the aftermath of the great recession. The increase of online degrees has increased the competitiveness of finding, and keeping, qualified and valuable teaching staff. Retention of valuable teaching instructors ñ including adjunct, part-time, associate, and assistant professors is crucial in the survival and growth of academic institutions, as well as maintenance of accreditation credentialing and standards. This book focuses on a correlational research study, based on a faculty population in an institution of higher learning in Florida, that examined the relationship between perceived academic administrator leadership styles and the satisfaction of faculty members and transformational, transactional, and passive/avoidant leadership styles of academic administrators, with a dependent variable of job satisfaction for full-time faculty members. Based on a 95% significance level, the researcher identified a significant relationship between the three leadership styles and the academic instructor's job satisfaction, thus an inferred correlational relationship to staff retention. Using this model, academic leaders are encouraged to refine their leadership styles on the basis of faculty members' indicated preferences to increase and improve academic instructor's retention, as well as their satisfaction in working for the school. Three key recommendations for action were developed. First, senior academic administrators should identify current transformational leaders in their organizations and perhaps use them as mentors to assist in the training and mentorship of current and future leaders. Second, academic administrators should recognize that leadership traits can be learned, and therefore, provide professional development and training opportunities in the areas of transformational leadership for present and future academic leaders. Finally, those who seek leadership positions in academia should become aware of the attributes of an effective higher education administrator, and work to develop an intrinsic understanding of and cultivate a skill-set of transformational leadership characteristics. Key Search Terms In Book: academic leaders, achievement-oriented leadership, active leadership, affective commitment, autocratic leadership, avoidant leadership, behavioral idealized influence, charismatic leadership, citizenship behaviors, communication styles, contingent reward leadership, developmental leadership, distributive justice, dualistic leadership, effective leadership, empowerment frameworks, exemplary leaders, exploitative innovation, faculty leadership, gender discrimination, hierarchical structure, idealized influence, institutional leadership, job satisfaction, laissez-faire leadership, leadership behaviors, leadership models, leadership theory, management by exception, mentors / protégés, organizational climate / organizational culture, participative leadership, passive/avoidant leadership, professional development, pseudo-transformational leaders, psychological empowerment, realistic leadership, reward and incentive system, scope of influence, shared governance model, structural empowerment, supportive leadership, top-down management style, total quality management (TQM), transactional leadership, transformational leadership

Author: Cynthia Diane Taylor
Publisher:
ISBN:
Category : Leadership
Languages : en
Pages : 44

View

Book Description