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Thesis advisor: Patrick J. McQuillan / In a time of increasing accountability, school leaders are besieged with challenges to improve student performance (Cosner & Jones, 2016; Day et al., 2016), build teacher capacity (Beteille et al., 2012; Miller, 2013), and develop a coherent school vision (Finnigan & Stewart, 2009; Hitt & Tucker, 2016) to better meet the needs of increasingly diverse student populations. Unsurprisingly, the stress of these and other challenges has led to a marked increase in principal turnover in recent decades (Snodgrass Rangel, 2018). These conditions necessitate an understanding of how schools navigate transitions in leadership and the impact changes in leadership can have on a school’s ability to meet ever evolving challenges. Analyzing data from a seven-year study using a comparative case study approach (Bartlett & Vavrus, 2017), this paper considers the experiences of three different schools as a single Catholic school principal transitions between the school sites. Drawing on complexity thinking (Goldstein et al., 2011; Lichtenstein & Plowman, 2009), this study explores the extent to which the principal was able to impact each school’s readiness for change through the interconnected processes of distributing authority, creating a common school vision, and fostering trust. / Thesis (PhD) — Boston College, 2022. / Submitted to: Boston College. Lynch School of Education. / Discipline: Teacher Education, Special Education, Curriculum and Instruction.

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Master of Arts / Communications Studies / Timothy R. Steffensmeier / This study explored how millennials make sense of leadership in civic life beyond a college classroom. Competency-based learning, specifically as it relates to leadership development, was considered along with the importance of helping others make sense of leadership learning beyond theory to practical application. Competency-based learning considers the practical teaching points set in front of students and posits that they are helpful for making an often nebulous notion of leadership more tangible. The focus of this study was a group of undergraduate millennial-aged college students, selected from a Leadership in Self and Society course. Leadership itself has countless definitions. This study used the definition of leadership according to O’Malley, Fabris McBride and Nichols (2014) as "mobilizing others to do difficult work, work that is more provocative, engaging and purposeful" (p. 50). By examining meanings of adaptive leadership utilizing the described experience of a small subset of students who participated in a college leadership development classroom experience, this study built on a broader notion of how leadership is communicated and understood in a classroom and separately beyond in communities. In considering how operating from the frame of leadership as an activity not a position, data was gathered on how people make sense of acts of leadership and the ambiguity that comes with adaptive situations, by examining the words used to describe their lived experience using a phenomenological research approach. This study strived to build a foundation for other studies to consider articulation of lived leadership experience as a means of building competence within the field of adaptive leadership.

This thesis examines the theological and practical functioning of American Baptist Women’s Ministries, American Baptist Churches USA, as it has engaged in a “Becoming Beloved Community” initiative. It argues that theological grounding in a vision of Beloved Community is a necessary missing element in transforming the way the organization pursues its mission. Since 2014, the organization has conducted a cultural audit, assessing attitudes and readiness, and it has developed some strategies and tactics as a result. However, without a solid theological grounding and a deeper understanding of what adhering to a vision of beloved community may mean in terms of structure and decision-making processes, these strategies and tactics are less effective than they could be. This thesis draws upon the writings of Howard Thurman and Martin Luther King, Jr., on process theology, and on woman’s liberation theologies to assess current practices in AB Women’s Ministries and provide a more robust theological grounding for the concept of “Becoming Beloved Community.” In constructing the theological grounding, a list of marks of beloved community is developed and used as an evaluative tool for current practices in the organization. Using adaptive leadership theory and complexity leadership theory, the thesis also develops recommendations for the future.

The aim of the study was to investigate how the Swedish managerial leadership applies in the United Arab Emirates (UAE) and to what extent they need to adapt their leadership due to the context which they are in. Six semi-structured interviews were made, and the results shows that the conditions for Swedish leaders is better in a context higher educational level among the employees and where the employees also express that they value the Swedish leader’s education and professional background. The study also shows that the participants to a high extent need to use an adaptive leadership approach to match the various contexts they work in. The leadership style the participants mostly use is a mixture of what they have learned in their new environment with their roots still in the Swedish approach. The study also shows that that the outcome of leadership can be affected by the different cultures and hierarchies within the different organisations. It is therefore necessary for the Swedish mangers to have a cultural intelligence and characteristics that can meet both the demands of the employees and the employer who often are of different educational and cultural backgrounds. This balance between the historical leadership in the UAE and the new Western leadership is something that the Swedish managers need to bring with them in their everyday work.

The aim of the study was to investigate how the Swedish managerial leadership applies in the United Arab Emirates (UAE) and to what extent they need to adapt their leadership due to the context which they are in. Six semi-structured interviews were made, and the results shows that the conditions for Swedish leaders is better in a context higher educational level among the employees and where the employees also express that they value the Swedish leader’s education and professional background. The study also shows that the participants to a high extent need to use an adaptive leadership approach to match the various contexts they work in. The leadership style the participants mostly use is a mixture of what they have learned in their new environment with their roots still in the Swedish approach. The study also shows that that the outcome of leadership can be affected by the different cultures and hierarchies within the different organisations. It is therefore necessary for the Swedish mangers to have a cultural intelligence and characteristics that can meet both the demands of the employees and the employer who often are of different educational and cultural backgrounds. This balance between the historical leadership in the UAE and the new Western leadership is something that the Swedish managers need to bring with them in their everyday work

The purpose of this qualitative study was to examine middle and high school principal roles prior to and during the COVID-19 pandemic to gain a better understanding about how leadership responsibilities adapted or changed. Data collection strategies included one-on-one interviews with nine middle and high school principals in East Tennessee. To qualify for the study participants had to have experience in the principalship prior to the pandemic. The analysis of data was based on the theoretical frameworks of adaptive leadership (Heifetz et al., 2009) and change theory (Fullan, 2020). The results revealed five key themes that were consistent during the interviews both prior to and during the pandemic: (a) instructional leadership, (b) school culture and climate, (c) school management, (d) community partnerships, and (e) relationships. The following four emergent themes were specific to adaptive changes principals identified while leading during the pandemic: (a) social-emotional awareness, (b) digital teaching and learning, (c) communication, and (d) whole child.

Farmers markets play an important role within the local food system and the short food supply chain (SFSC); they promote economic development by connecting vendors, people, and community. While the number of farmers markets has increased dramatically since 1994, many markets fail, and it is unclear why. Little is known about the influence of leadership practices on the success and decline of farmers markets. This qualitative case study explored the influences of farmers market leadership and asked the question: How does leadership influence factors contributing to success and failure of farmers markets? The first objective explored patterns and trends contributing to the success and failure of farmers markets. The second objective analyzed farmers markets through the lens of leadership. The study explored findings through application of Jackson et al.'s (2018) Leadership Hexad, developed to help examine leadership within social enterprises. Adaptive leadership (Heifetz et al., 2009) and good-to-great leadership principles (Collins, 2011) provided additional depth and connections to multiple leadership perspectives. The study may be of interest to people involved in leading and working with social enterprises, such as farmers markets. Findings revealed surging operational changes, strong support of the short food supply chain (SFSC), and the need for stabilizing forces, such as a stable location and municipal support. The six lenses of Jackson et al.'s Leadership Hexad—person, position, process, performance, place, and purpose—generated additional findings. Topics include the influences of vendors, champions, and partnerships; the role of managers in supporting the community and entrepreneurship; the ambiguity of ownership when referring to farmers markets; planning for succession; surviving the startup phase; professionalizing farmers market management; co-constructing leadership with the community and vendors; evolving the purpose; and leveraging the purpose of farmers markets within the local food system. The recommendations for future practice include a professional development leadership pipeline oriented to actors in social enterprises, especially farmers markets. / Master of Science in Life Sciences / Farmers markets play an important role within the local food system and the short food supply chain (SFSC); they promote economic development by connecting vendors, people, and community. While the number of farmers markets has increased dramatically since 1994, many markets fail, and it is unclear why. Little is known about the influence of leadership practices on the success and decline of farmers markets. This qualitative case study explored the influences of farmers market leadership and asked the question: How does leadership influence factors contributing to success and failure of farmers markets? The study used three leadership theories or frameworks for exploring farmers market leadership. The study may be of interest to people involved in working with social enterprises, such as farmers markets. Findings revealed surging operational changes, strong support of the SFSC, and the need for stabilizing forces, such as a stable location and municipal support. Additional topics include the influences of vendors, champions, and partnerships; the role of managers in supporting the community and entrepreneurship; the ambiguity of ownership when referring to farmers markets; planning for succession; surviving the startup phase; professionalizing farmers market management; co- constructing leadership with the community and vendors; evolving the purpose; and leveraging the purpose of farmers markets within the local food system. The recommendations for future practice include a professional development leadership pipeline oriented to actors in social enterprises, especially farmers markets.

Society has changed since Cooperative Extension and the 4-H youth program began. Over time the purpose for Extension has been challenged. Yet, there has been little empirical literature published on the administrators' role and perspectives of the organizational environment or on the resulting leadership behaviors. A qualitative study was conducted to develop a baseline. State Extension Directors (n=7) and State 4-H Program Leaders (n=13) from 15 regionally-representative states were interviewed. Participants were asked to conduct a SWOT Analysis on both the Extension system and the 4-H program in their state and their leadership behaviors were explored. Extension administrators emphasized the organization's relevance to society and that the mission would remain focused on agriculture, although with an expanded focus on agriculture as more than production. Administrators did recognize many specific environmental shifts, including a changing funding model; challenges and importance of serving a diversifying population; the tension between urbanizing populations and shrinking rural communities; and, the changing role of technology for programming. Administrators described that they were experiencing shifting focus friction from historic audiences that were afraid of losing services due to the aforementioned environmental factors. Administrators' leadership behaviors were reflective of the Adaptive Leadership behavior construct introduced by Heifetz (1994). Communication was the key behavior that is required to lead effectively. In order to successfully implement a strategy, trust with stakeholders needed to be established. Diversity in feedback was important for the administrators to feel confident in their ability to understand the changes in the organizational environment. / PHD / Extension and 4-H are educational organizations affiliated with Land-Grant Universities to provide research-based information to the citizens of all U.S. states and territories. Established in 1862, the purpose and need for Extension has been challenged overtime. There has been little empirical literature published on the administrators’ role and perspectives of the organizational environment, these leaders being the individuals who are creating and implementing organizational direction. Twenty administrators (7 State Extension Directors and 13 State 4-H Program Leaders) which were representative of 15 regionally-representative states were interviewed. Participants were asked to conduct the Strengths, Weaknesses, Opportunities, and Threats analysis for both the State 4-H program and Cooperative Extension organization. Extension administrators emphasized the organization’s relevance to society and that the mission will remain focused on agriculture -food and health. Administrators did recognize many specific environmental factors they were responding to, including: changes in the funding model; challenges and importance of serving a diversifying population; tension between urbanizing populations and shrinking rural communities; increasing service competition; and, the changing role of technology in program delivery. Administrators described friction with historic audiences who fear the loss of services due to organization adaptation in response to the aforementioned changes. Communication was the key behavior that was embedded in all other leadership characteristics. Trust with stakeholders needed to be established to successfully implement strategy. Diversity in feedback was important for the administrators’ confidence in their ability to understand the changes in the organizational environment.