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Leadership styles of successful tribal college presidents
| Content Provider | Semantic Scholar |
|---|---|
| Author | Campbell, Margarett H. |
| Copyright Year | 2003 |
| Abstract | May 2003 Campbell, Margarett H., Ed. D. Educational Leadership Leadership Styles of Successful Tribal College Presidents Advisor: Dr. Roberta This qualitative study examined the leadership characteristics of six presidents of tribally controlled community colleges located in Montana, North Dakota and South Dakota. The manner in which these presidents were examined was two fold. Initially, a 360-degree feedback process was used to survey the leaders and board members, five respondents were surveyed, representing the faculty, senior administration, students, support staff and a board member. The respondents were given the Multifactor Leadership Questionnaire 5 X Short Form (MLQ5X). The data from the first phase of the study was illustrated by the use of tables and descriptive narrative. The second phase of the study involved personal, open ended, semi-structured, interviews of the six college presidents. This grounded theory method used data derived from the interview process. The data was transcribed and subjected to qualitative data analysis as recommended by Strauss and Corbin (1998); Creswell (1998), and Bogdan and Biklen (1992). This study used the grounded theory approach to refine the construct of an existing theory; transactional and transformational leadership. The two grand tour questions that this study answered are: (1) What leadership characteristics or qualities do successful tribal college presidents possess? and (2) What is the tribal college president's perception of his influence on institutional culture? The process of open, axial and selective coding resulted in six distinct categories of data. Data analysis yielded the following: idealized influence-attributed, idealized influence-behavior, inspirational motivation, intellectual stimulation, individual consideration and institutional culture. Further qualitative analysis of the data resulted in the following conclusion: first, the six subject presidents fell predominantly within the construct of transformational leadership, with certain areas of influence showing elements of transactional leadership. Most importantly however, and without exception, these presidents successfully chartered courses of leadership style that have effectively influenced attitudes and behaviors regarding their respective institutional governing boards, their faculty and staff, and their students. five of his closest campus associates. Selected by the president and one of his |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://scholarworks.umt.edu/cgi/viewcontent.cgi?article=10487&context=etd |
| Alternate Webpage(s) | http://scholarworks.umt.edu/cgi/viewcontent.cgi?article=10487&context=etd |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
