This study used case studies to examine the leadership frames of female presidents of four-year, public and private, coeducational research institutions both from the Intensive and Extensive Carnegie classifications within the United States. The population (N=30) surveyed was sent the Leadership Orientation Questionnaire (Self) developed from the previous research conducted by Lee Bolman and Terrance Deal. The Bolman and Deal leadership frame theory condensed existing organizational theories into a four-frame perspective consisting of a structural, human resource, political, and symbolic frame. Bolman and Deal theorized that the ability to use more than one frame is considered to be critical to the success of leaders and intensify that leader's capacity for making decisions and taking effective actions. The Leadership Orientation Questionnaire (Self) contains five sections that include rating scales for personal demographics, the four frames, eight leadership dimensions, and management and leadership effectiveness. The research questions sought to identify the demographic characteristics and academic histories of the survey participants and the associations between these variables, the leadership frames represented among the survey participants, and how many, and which, of the four frames the survey participants use collectively. This study allowed its participants to examine their perceptions of their own leadership frames in order to analyze the frame that dominates the way certain universities communicate. Thirteen of the thirty presidents (43%) completed and returned the survey. Survey participants who had 20 or more years of experience were more likely to exhibit the human resource or symbolic frame as their dominant style; presidents whose years of experience numbered less than 20 years exhibited a mulitframe perspective in their decision-making process. Overall, this research found that the survey participants exhibited most often the human resource frame, followed by the symbolic, structural, and political frames.

Thesis (Ph. D.)--University of Oklahoma, 1993. / Includes bibliographical references (leaves 136-143).

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Thesis (Ed.D.)--Duquesne University, 2007. / Title from document title page. Abstract included in electronic submission form. Includes bibliographical references (p. 166-179) and index.

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

The problem with which this study is concerned is to compare the backgrounds, performance functions, and perceptions of men and women presidents of postsecondary educational institutions in the United States. Based on the comparisons stated in the problem, a three-part survey instrument was devised and sent to the 181 women presidents of postsecondary educational institutions and to a comparable number of men presidents of institutions having the same locus of control (Roman Catholic, independent, public, Presbyterian, and profit) and similar enrollments; 131 matched pairs of presidents responded, which represents a 72 per cent response rate. Because there were five groups and twelve subgroups of the population to statistically treat in relation to 130 variables, the data findings are numerous. Based on data analyses, the following conclusions appear to be warranted.

Thesis (Ph.D.)--Ohio University, August, 2009. / Title from PDF t.p. Includes bibliographical references.

This qualitative case study was designed to determine the perceptions about female leadership among female faculty and administrators at East Tennessee State University. Participants were asked about the motivating and prohibiting factors (barriers) that affected their leadership capabilities at the institution. They cited motivating factors that led them to optimal performance. These included family support, mentoring practices, affirmative action, collegial working atmosphere, support from the top leadership, and encouragement from their colleagues. The dissertation was also to investigate how female leaders perceived their leadership roles and the factors that enhanced female leadership and the barriers that hindered female leadership at ETSU. The women in this study talked about the impediments or barriers of their upward movement. These included salaries that were lower than those of their male colleagues, stereotyped thinking within the community with biases against females, family chores vis-à-vis work schedules, sexual discrimination, lack of role models, etc. The findings were: (a) Female leadership was uniquely relationship-oriented; (b) female leaders combined work and family and managed the two fairly well; (c) female leaders were more likely to mentor other women but also were often mentored by men; (d) female leaders worked at a more relaxed pace with details in mind and did not have the target of the big picture as a priority; (e) they worked hard to attain the positions previously held by men and are now at par in higher positions both in faculty and administration; (f) they worked hard to surmount the barriers placed in their way as they moved up the ladder in faculty and administrative positions; (g) they volunteered for positions in the staff and faculty senates without considering financial gains; (h) they were the majority in the lower ranks of the administrative ladder of the university and played crucial supportive roles; and (i) their leadership styles were more humanitarian and on the relationship philosophy than were the leadership styles of their male counterparts.