Thesis (Ph. D.)--Dept. of Political Science and Social Sciences Consortium. University of Missouri--Kansas City, 2006. / "A dissertation in political science and social sciences." Advisor: Max J. Skidmore. Typescript. Vita. Description based on contents viewed Jan. 29, 2007; title from "catalog record" of the print edition. Includes bibliographical references (leaves 180-191). Online version of the print edition.

Thesis (Ph.D.)--Ohio University, June, 2005. / Includes bibliographical references (leaves 121-129)

Thesis (M. Div.)--Grace Theological Seminary, 1985. / Abstract. Bibliography: leaves 105-110.

Thesis (Ed. D.)--University of Missouri-Columbia, 2007. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on October 10, 2007) Vita. Includes bibliographical references.

Thesis (M. Div.)--Grace Theological Seminary, 1985. / Abstract. Bibliography: leaves 105-110.

The purpose of this study was to devise and test a rating scale for humanities division chairpersons in four community colleges. The study sought resolution of the following problems: determine humanities division faculty's perceptions of effective and ineffective characteristics of humanities division chairpersons; determine the validity and estimates of reliability for the Humanities Division Chairperson Scale (HDCRS); and to determine the relationship that existed between the responses of the faculty and selected demographic variables and division chairperson's self-evaluation.

M.Ed. (Educational Management) / The teaching profession currently finds itself in a period of rapid changes and progress. This is particularly applicable to the management style and ingenuity required of educational leaders. It will therefore be incumbent upon the Head of Department: Afrikaans to keep up with latest development in management to provide quality teaching and learning. If teachers are to reach their optimum potential as educators, the Head of Department: Afrikaans must display the highest standard of supportive leadership. Analysis of the leadership task of the Head of Department: Afrikaans indicates that the modern view on leadership focuses on the potential to be found in the members of the Afrikaans Department. If the Head of Department: Afrikaans identifies himself with this viewpoint and if he applies his acquired leadership skills to this end, he will succeed in influencing his staff members to the extent that this positive motivation becomes manifested in those staff members who manage to sustain a high level of dedication in their work situation without constant monitoring. It is also imperative for the Head of Department: Afrikaans to become aware of the most effective leadership principles in both theory and practice. The leader that strives to create an open work climate, will receive the benefits of total participation as well as improved interpersonal relationships between himself and his staff members in the department. Apart from the climate that needs to be open and easy, it is also important that the leader should consider the specific situation in which they interact as a work group as a determining factor in the choice, and practice, of leadership styles. The congruency leadership model of Nicholls proves exceptionally appropriate in this regard. Another responsibility of the Head of Department: Afrikaans will be to attain a high degree of functional efficiency within his department. In this regard it will also be necessary for him to be proficient in an appropriate leadership style. The Principal of the school needs to delegate some leadership responsibility to the Head of Department: Afrikaans to the extent that he will fulfill a supportive role. Formal, standardised supervision should make way for a more fluent, ennobling way of supervision. In the light of the aforegoing statement, the real value of clinical supervision as the primary leadership role of the DSA rests upon his ability to facilitate the professional development of staff members and to improve their teaching skills.

No description available.

No description available.

Department heads are viewed in this study as potential administrative agents of change for innovation in higher educational organizations. Due, however, to the low role power attributed to them by faculty, it was hypothesized that department heads’ manipulative orientation and social insight would be positively related to the role and personal power attributed them by faculty on power dimensions relevant to the change agent role. Statements to this effect were tested in a large land-grant university in the southeastern United States. Results of the study revealed that, in fact, department heads high on manipulative orientation are attributed more role and personal power on power scales relevant to the change agent role, than those low on this dimension. Results for social insight were confirmed on only one role power dimension. Interaction effects for the two variables of interest were explored and differed in results from the single variable trends. The strength of all relationships with respect to the amount of variance accounted for in the dependent variables by the independent variables, was low. / Ed. D.