The study of leadership has been ongoing for many years. Although the characteristics of leaders seem to have remained somewhat similar over time, research has changed. Up until recently, researchers have based their research tools on a questionnaire developed by Stogdill in 1955. This study took a different approach, using Q-methodology. The objective of this study was to determine what characteristics top public relations professionals in Indiana believed were necessary to be a leader in the profession and whether education-level, experience-level, and gender played a role in their decisions.A total of 21 professionals volunteered to participate in the study. They were each asked to complete a demographic questionnaire and sort 60 leadership-based statements according to their level of agreement. The program, PQMethod was used to analyze the responses. Based on the outcomes, the respondents fell into one of two categories, Authoritarian Leaders or Democratic Leaders. After reviewing the questionnaires, it was noted that distinct demographic differences existed between the two categories. The analysis from PQMethod also revealed the most important characteristics the respondents felt are necessary to be a leader in the profession, as well as the least important characteristics.This study took a closer look at Indiana public relations professionals who held top positions within their organization. This study applied an attitudinal research approach to leadership-related concepts in the field. Although the results cannot be generalized to all leaders in the public relations industry, it does provide insight to the subject and a starting point for additional research. / Department of Journalism

This creative project is a 24-page publication designed to publish the best public relations case studies done by students from universities across the country. The creative project began with the conception of the idea and consisted of all responsibilities, under the title of assistant editor, up through and including a thorough evaluation of the publication.An Advisory Board was selected, financing and printing determined, material solicited and edited and basic design and page layouts determined, and 275 copies were printed and distributed to educators and professionals.This creative project was designed to be the first issue of an annual periodical published by the Ball State University Public Relations Sequence within the Department of Journalism.

The purposes of this study were (1) to analyze the perceptions of identified community leaders concerning the power dynamics involved in referendums to increase the amount of operational tax funds through levy campaigns which were accepted or rejected in selected Ohio public school districts, and (2) to develop a conceptual role model for Ohio public school superintendents in these campaigns.After the review of related literature on community power, an interview guide was developed for the sample population which included six Ohio public school districts. The selected respondents were the superintendent and one official from each of the organizational areas of the news media, banking and finance, chamber of commerce and women. The six systems included the three Ohio school district types consisting of the city, exempted village and local. There were two school districts in each category which included a passing levy and a failing levy.The researcher formulated three hypotheses to analyze the field research. The following results were noted:1. Little support was found for hypothesis 1:A relationship exists between the active membership of the superintendent in community organizations and a successful operational levy.2. A positive relationship was evident inhypothesis 2: A relationship exists between the functional task-assignments of influential community citizens in the operational levy campaign and passaqe of an operational levy.3. Little support was found for hypothesis 3: The predictions of community influentials in an operational levy and the actual outcome of the operational levy are significantly related.Major findings were the need factor and citizen involvement. The selected population in passing and failing levies perceived that awareness of need was the significant reason for the outcome of the operational levy. Active participation of key community citizens was evident in passing levies while little active participation of influential citizens took place in failing levy campaigns.Other findings were in the areas of community relations, role of the superintendent and prior consultations. It was revealed that school-community relations may help, but not insure passage of a levy. School districts with failing levies received slightly higher public ratings than did theschool systems with passing levies.The superintendents in the passing levies remained in the background with organizational responsibilities. On the other hand, two of three superintendents with failing levies took leading promotional positions while the third had little or no involvement of any kind.A role of the superintendent was primarily viewed with the presentation of the need for additional revenue and secondly mentioned with the dissemination of information. The superintendent was designated by the sample population as the creator of the operational levy campaign.Selected citizens by a ratio of three to one agreed that prior consultation with influentials would help the passage of an operational levy. The selected superintendents were evenly divided on the issue.A conceptual role model of the superintendent in an operational levy campaign was presented with documentation from the related literature and field research. The major models were community behavior, community structure and community dynamics. The model role of the superintendent initially began with his perception of relationships in community dynamics.The citizen involvement model is the major concept affecting the outcome of an operational levy. The superintendent through his knowledge of the school and the community begins this involvement through a created plan of campaign strategy. The participation of citizens plus a role of the superintendent and community dynamics are the major forces which determine the outcome of a levy.

Thesis (Ph.D.)--Syracuse University, 2004. / Adviser: Elizabeth L. Toth. Includes bibliographical references.

Thesis (M.A.)--Kent State University, 2007. / Title from PDF t.p. (viewed Apr. 8, 2009). Advisor: William Sledzik. Includes bibliographical references (p. 77-83).

Thesis (M.A.)--University of Missouri-Columbia, 2008. / 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 September 15, 2008) Includes bibliographical references.

Thesis (Ed.D.)--Teachers College, Columbia University. / Typescript; issued also on microfilm. Sponsor: Douglas Sloan. Dissertation Committee: Ellen Condliffe Lagemann. Bibliography: leaves 161-168.

Thesis (Ph. D.)--University of Missouri-Columbia, 2004. / Typescript. Vita. Includes bibliographical references (leaves 121-124). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2004. / Typescript. Vita. Includes bibliographical references (leaves 121-124). Also available on the Internet.

Thesis (doctoral)--Universität St. Gallen, 1997.