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Community College Presidents’ Leadership Styles And Perceived Impact Of Personal Leadership Style On Faculty Relations
| Content Provider | Semantic Scholar |
|---|---|
| Author | Grooms, Claudia |
| Copyright Year | 2019 |
| Abstract | The purpose of this exploratory multiple case study was to develop an understanding of a group of two-year college presidents' various leadership styles as well as to explore perceptions of their relationship with faculty and the manner in which personal leadership style impacts faculty relations. College presidents employed by a two-year college system in the southern United States were asked to complete an online MLQ Leadership Style Survey and a Demographic/Perceptual Questionnaire to obtain this data. A Transformational Leadership Style was identified as the predominant leadership style with a Transactional Leadership Style with Contingent Rewards as a very close second. Findings suggested that the group employed both leadership styles, their relationship with faculty was viewed as good to excellent, and all agreed that their personal leadership style influenced faculty relations, their interactions with faculty as well as faculty retention and faculty vacancies. Presidents associated their personal leadership style with influencing their faculty's sense of value to the organization, the organizational environment, and employee job satisfaction and performance. Four overall themes which emerged included approach to faculty, communication, support and common identity. No previous research was found that explored two-year college presidents' various leadership styles or their perceptions of their relationship with faculty and the manner in which they perceive their |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://dune.une.edu/cgi/viewcontent.cgi?article=1236&context=theses |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
