Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 205-213).

Thesis (Ed.D.)--North Carolina State University. / Includes vita. Originally issued in electronic format. UMI number: 3223137. Includes bibliographical references (p. 104-122). Also available via the World Wide Web.

The purpose of this study was to analyze data from different sizes and types of higher education institutions in order to identify differences and similarities that may exist between the perceptions of top executives relative to idea generation and strategy implementation activities in the administration of higher education in Texas. In order to carry out the purpose of this study, two hypotheses were tested concerning the perceptions of top executives (presidents and vice presidents) relative to idea generation and strategy implementation activities in institutions of higher education in Texas. Type and size of the institution are the primary factors involved with these two hypotheses.

Learning Agility (LA) is catapulting our understanding of the relationship between the measurement of LA and leadership success, a critical component for succeeding in a volatile, uncertain, complex (VUCA) environment. While the business sector has benefited from the research and practice around LA, this exploratory study takes an initial look at the applicability of LA to higher education leadership through in-depth interviews with eleven college presidents, coupled with the results of the Burke Learning Assessment Inventory (BLAI). Administered to the presidents and their senior teams, the BLAI was created by W. Warner Burke to measure nine dimensions that demonstrate specific behaviors related to LA. Overall, both the interviews with the presidents and BLAI scores evidenced strong LA views and behaviors. A close examination of the senior team roles and the need for LA revealed strengths and alignment with key dimensions of the BLAI, while noticeable gaps surfaced between the presidents’ views and BLAI self-ratings, illuminating opportunities for growth and further research. A strong relationship was revealed between presidents’ BLAI scores and those she deemed higher performers across the critical dimensions, providing a snapshot of the LA behaviors of successful higher education leaders. All presidents acknowledged a relationship between LA and higher education leadership success, with 64% stating that there was a strong relationship, and the remaining 36% stating that there was a relationship, but to varying degrees, identifying some of the key dimensions as less applicable to higher education.

The problem of this investigation was to identify the persuasive speaking techniques of private Black college and university presidents in their fund-raising efforts to support the educational programs of Negro colleges and universities. This study did not seek to defend nor justify the arguments for the existence nor nonexistence of these institutions. It focused on techniques of speaking whereby men attempted to alter reality by adjusting ideas to people and people to ideas. The evidence tended to support the conclusion that there is some relationship between speaking and fund-raising. The speeches probably produced some effect on the audiences. They (1) provided a voice to make the appeals for funds, (2) defended the posture of private Black colleges and universities, (3) provided a primary source of information about these institutions, (4) reinforced common beliefs, and (5) provided impetus for the like-minded to persevere.

No description available.

Presidents of Community Colleges and the administrators who reported directly to them were the subjects for this study based on the Four Frame Leadership Theory of Bolman and Deal (1990b). The Leadership Orientation (Self) Survey (LOS) was mailed to 169 community college presidents and administrators in the presidents' direct report teams. The final usable response rate of 69.82% to the survey fell within the acceptable range for education as defined by Boser and Green (1997). In addition, the subjects were asked to write about the most difficult challenge they had faced in their current position and how they handled that challenge. The purpose of this study was to determine (a) the usage of leadership frames from both groups; presidents and their administrative teams, (b) if gender or years of experience in their current positions were factors in leadership frame usage in each group, and (c) if there was a relationship between a president's frame usage and the frame usage of the members of the direct report team. The major findings were: 1. The presidents and administrators displayed the highest mean scores for the human resource frame with the mean scores of the three remaining frames (structural, political, and symbolic) clustering as a second unit of responses. In the narrative segment of the survey, the most frequently rated central theme among the presidents and the direct reports was the political frame. 2. The results from statistical analysis of the responses from both groups (presidents and the administrators who directly reported to them) did not show any statistically significant difference among frame use based on gender or number of years of experience in their positions. 3. The correlation coefficients did not indicate that there was a relationship in either direction regarding leadership style between the two groups (presidents and administrators). A phenomenological analysis of the scenario statements from these two groups indicated that presidents who used the political frame as a central theme tended to have administrators who also used the political frame as one or as a pair of central themes. Presidents who used the symbolic frame as a central theme tended to have administrators who used all four frames as central themes in their narratives. 4. A fourth finding was the discrepancy in the ability of the leaders to use multiple frames as demonstrated in the results from the quantitative and qualitative findings. The quantitative data suggested that these leaders were practicing the techniques of multi-framing more than one-half of the time. Contrary to this finding, the qualitative data showed that 5 of 30 scenario statements showed paired frames being used as central frames. 5. One additional finding based on the qualitative statements by presidents and their administrators revealed much thought and intentional practice in the leaders' ability to build teams.

The American democracy is experiencing strain from the erosion of democratic norms and its political, judicial, social, and economic institutions. In short, the American democracy shows signs of democratic deconsolidation. Community colleges are higher education institutions that help consolidate the U.S. democracy by representing democratic values such as equality and opportunity. The purpose of my study was to explore how selected community college presidents understand and articulate the responsibility of their institutions to prepare students for a meaningful role in the American democracy. Qualitative narrative inquiry methods, including in-depth semistructured interviews and document analysis, were used to collect data for the study. Three primary themes emerged from the data that addressed the purpose of this study: 1) community college philosophy: blueprint for a vision, 2) consolidating local democracies, and 3) citizens as students, students as citizens. These three themes supported further interpretation of the data that was organized under these headings, 1) the community college democratic mission, 2) community colleges help deepen democracy, and 3) the role of community colleges in the American democracy: public goods, private goods. In summary, my research found that first, my participants believed that community colleges have a responsibility to the American democracy and this responsibility is reflected in their community college mission. Second, my participants framed the American democracy as a continual work in progress and that community colleges help deepen democracy. Third, for my participants, community colleges are not merely distinct in their institutional mission and philosophy, but in their role in supporting the American democracy.

No description available.

No description available.