Thesis (Ph. D.)--UCLA, 2007. / Vita. Includes bibliographical references (leaves 193-201).

Thesis (Ph. D., Education)--University of Idaho, December 2008. / Major professor: Jerry R. McMurtry. Includes bibliographical references (leaves 193-204). Also available online (PDF file) by subscription or by purchasing the individual file.

Thesis (Ph. D.)--University of British Columbia, 2004. / Includes bibliographical references (leaves 225-243). Also available online (PDF file) by a subscription to the set or by purchasing the individual file.

Thesis (Ph. D.)--University of Texas at Austin, 2004. / Supervisor: William Moore, Jr. Vita. Includes bibliographical references. Also available from UMI.

Thesis (doctoral)--Lund University. / Includes bibliographical references and index.

Thesis (Ph. D.)--University of British Columbia, 2004. / Includes bibliographical references (leaves 225-243)

Thesis (Ph. D.)--University of North Carolina at Greensboro, 2006. / Title from PDF title page screen. Advisor: Leila Villlaverde; submitted to the School of Education. Includes bibliographical references (p. 222-240).

Gender is perhaps the most significant social category in human society. According to Maccoby and Jacklin (1974), the influence of gender is apparent in all known languages, past and present, and serves to distinguish the role differences in society. Gender may be seen as the primary basis for human differentiation and serves as a powerful incentive for this study. The study was conducted at the University of Kwazulu-Natal (UKZN) to gain a better understanding of the differences in leadership styles and the significant role that gender plays in leadership. The aim of the study was to highlight gender differences in leadership styles, gender discrimination, the break in the ‘glass ceiling’ and the stereotyping of male and female leaders. The objective of this study was to determine if there were any differences in leadership styles based on demographics, perceptions and past research. The questionnaire was designed around the objectives of the study. Participants were invited to participate in a web based survey using the on-line software programme QuestionPro. The University of Kwazulu-Natal employs 4361 staff. In terms of a number of sample size tables, 384 is the recommended minimum sample size. Links to the online questionnaires were sent to all employees however, only 64 people responded even after numerous attempts were made to increase the sample. The findings revealed that 64.4% of respondents preferred to be led by a male leader and 35.6% of respondents preferred to be led by a female leader. In contrast, 67.31% of respondents disagreed that they respond more positively to male leaders and 17.13% strongly disagreed. A salient feature of this study is that, while participants still prefer to be led by a male leader, the majority of the participants felt that there was no difference in the leadership styles of men and women and that the gender of their manager did not impact on their work performance. The study can be of benefit to anyone that is currently in a leadership role or someone that is has been identified by the organisation to be placed in a leadership role in the future. It is also of great value and benefit to women in leadership roles as this study addresses gender discrimination and the obstacles that women face in the workforce. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.

The position of director of intercollegiate athletics represents the highest administrative position in athletics in colleges and universities. During the days of the Association for Intercollegiate Athletics for Women (AIAW), 90% of the women's programs were coached and administered by women. Shortly after the implementation of Title IX in 1972, this trend began to change and most women's programs began to fall under the leadership of male coaches and administrators. During the summer of 1982, the National Collegiate Athletic Association (NCAA) took control of the AIAW forcing women administrators to take a backseat to their male colleagues. This lack of administrative and coaching representation has also resulted in fewer role models for female athletes.This study was designed to compare the qualifications of men and women directors of intercollegiate athletics to determine if the women must be more qualified than theirmale counterparts to hold the same position. This study may also serve as a blueprint for women in athletics as to the qualifications and experiences necessary in their attaining a position of director of intercollegiate athletics.The results of a survey questionnaire to 200 male directors of NCAA Division I, II, III, and NAIA colleges, with a return rate of 52.3%, were compared to an early study conducted on female directors to determine if the qualifications between the two genders were different. The educational results were very similar between the two genders, with both maintaining that a master's degree was extremely important in attaining their positions. Both genders also confirmed that at least one year of experience in athletic administration was crucial to their appointment as director of athletics.In examining the qualifications of both men and women who hold athletic administrative positions, it was not conclusive that educationally or professionally, the women were more qualified than their male colleagues. The responses to the survey by both men and women were very similar in their beliefs of what was important in attaining their current positions. / School of Physical Education

The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Title from PDF of title page (University of Missouri--Columbia, viewed on April 20, 2010). Thesis advisor: Dr. Sandra Hutchinson. Vita. Includes bibliographical references.