<p> The purpose of this study was to examine the manner that directors and teachers define ideal leadership practices of Head Start programs. Specifically, this study focused on understanding leadership practices through the lens of transformational leadership. This study was guided by the following three research questions: (a) What are the perceptions of Head Start directors on ideal practices of leadership (b) What are the perceptions of Head Start teachers on ideal practices of leadership and (c) How do the perceptions of directors compare and contrast to the perceptions of teachers.</p><p> The research methodology was a qualitative approach to understanding the perceptions of the participants through their experiences and perspectives of working in the Head Start setting. Data were collected by means of interviews and completion of a demographic questionnaire and an adapted version of the Leadership Practices Inventory (LPI). The use of interviews allowed participants to reflect on their experiences and share their perspectives regarding what they consider ideal leadership practices in Head Start. Data were collected from 15 participants who currently work in various Head Start programs throughout Southern California.</p><p> The findings revealed ideal leadership practices in alignment with the practices of transformational leadership. Directors described ideal leadership practices to include a clear vision, collaboration, Head Start-specific knowledge, and staff motivation. Teachers described ideal leadership practices to include visibility ofthe director at the classroom level, leading by example, encouragement, transparency, and professional development opportunities. The results of this study are critically important with the shifts in policy to increase quality of and expand access to early childhood education programs for all children. The shift in policy has resulted in greater accountability being placed on Head Start programs to deliver quality services in order to avoid losing funding. Ideal leadership practices are vital to meeting the needs of the changing expectations of Head Start programs.</p>

<p> This dissertation study documents in-depth the exploration of the Public Private Partnerships (PPPs) between the Dayton Regional STEM School (DRSS) and their industry partners as well as the establishment of a framework for evaluating and assessing PPPs. The public-private partnership agreements were studied in order to answer the over-arching research question: How is an effective public-private partnership established, assessed, and evaluated in education? A descriptive case study methodology was used to study DRSS' public-private partnership agreements to determine if goals and objectives were established and whether or not the partnerships met those goals and objectives. This case study also included the development and testing of a proposed evaluation framework that will allow for consistent, systematic inquiry that can produce defensible assertions regarding the assessment and evaluation of public-private partnerships in education. </p><p> Results of the case study support the findings that utilization of an evaluation framework can serve to make public-private partnerships more successful. Results also indicated that establishment of goals and objectives enable effective evaluation for informal partnerships but could not be definitively stated for formal partnerships due to the lack of data points. The data from this case study revealed many emergent themes that should be considered in the development of future public-private partnerships. Overall this study contributes to the growing body of knowledge for public-private partnerships in education. </p>

<p> High School students in a local school district were having reading-related difficulties in certain subject areas and were at risk of failing high school courses. Success in reading is important because students must read the content within the End of Course Test in core content subjects, and their success on this test determines their eligibility for high school graduation. The purpose of the study was to examine the effectiveness of a Response to Intervention (RTI) reading class designed to improve reading skills for at-risk high school students. The constructivist learning theory was the theoretical framework for this study. The research questions addressed how teachers conceptualized RTI as it applied to students' performance in the reading intervention class and the benefits and challenges of the reading class. The research design was a qualitative instrumental case study with the reading class serving as the case. Data were collected from semistructured interviews with 7 educators, reading work samples, and RTI data from the school. Data were analyzed via open coding techniques to determine emergent themes. The findings indicate that the reading class was not effective in improving students' reading. Recommendations include creating reading resources, promoting a professional development plan for teachers, and designing or refining a reading curriculum. The implications for positive social change include better mastery of grade-level content reading, improved instructional practices and RTI intervention, improved students' scores on state assessments, and higher numbers of high school graduates.</p>

<p> This study examines presidential response to human-induced crises on public university campuses. The goal of the research was to understand specifically what actions and behaviors leaders in crisis take; what kinds of teams they assemble and the ways those teams function; how the leaders communicate--both to their teams and their institutional communities; and the ways their actions, behaviors and communications are understood by stakeholders of the campus. </p><p> A review of current literature on crises in higher education supports the research, and aided in the formulation of the four sets of research questions. Specifically, the compilation of research in crisis and crisis management; the role of the president in higher education; leadership and communication in crisis; and sensemaking and social cognition theory highlighted several gaps in understanding about leader behavior in crisis. The research questions, therefore, were structured to explore presidential actions and behaviors, teams and team function, intentional messaging and communication, and stakeholder perceptions in crisis. </p><p> Presidents at three large, public, research universities were the focus of the case studies. The findings emerged out of site visits to the campuses, personal interviews and review of historical documents and media coverage. While the leaders and the crises differed at each site, several common themes surfaced and the study revealed some important revelations and implications for both the literature and leaders in practice today. For instance, the findings demonstrated the significance of active, engaged leadership in crisis, highlighted the roles teams play in helping leaders to manage and resolve crises, and exposed the ways trust&mdash;both of the sort leaders bring to crisis and the kind they afford others with whom they work&mdash;influences leader actions and stakeholder perceptions. Ultimately, the research elicited a list of guidelines that presidents--as well as those who hire, support, or work with presidents&mdash;might consider as they prepare for and encounter crisis. </p>

<p> The following explores the phenomenon of perceived organizational culture change resulting from involvement in the establishment of program-level student learning outcomes assessment at colleges and universities. The goal of the research was to understand what elements of organizational culture may have changed on the part of the faculty and administration during the assessment development and implementation process, and how the combined effects may have shifted elements of organizational culture. </p><p> Two primary research questions guided the exploration of perceived organizational culture change. The first question focused on how the process of developing and implementing plans to assess student learning at the program level influences the attitudes, behaviors, values, and practices of faculty. The second question considered ways in which the assessment initiative changed or affected the program's organizational culture. </p><p> Critical to answering these research questions for each program studied was an understanding of the assessment development and implementation process. Further, it was important to identify and comprehend those decisions perceived most influential on the organizational culture of the program's faculty and administration. </p><p> The review of current knowledge supported and focused on research from the following four areas: 1. a basic history of assessment and the role of accreditation; 2. perceived cultural conflicts associated with assessment; 3. institutional interpretations of assessment; and, 4. research on organizational culture and the change process most relevant to higher education. </p><p> The researcher used the qualitative method of case study analysis and focused on efforts at three private liberal arts institutions. Selected from each institution were two programs of study that have successfully established learning goals and methods to measure student learning. </p><p> Across the three institutions and six programs studied, common themes and unique features emerged relative to the process of assessment development and the elements indicative of organizational culture change. Further, general assertions emerge concerning how the program's efforts affect attributes of organizational culture. </p><p> Both faculty and administrators may benefit from the conclusions of the research. Individuals charged with demonstrating academic integrity as well as those involved in the decision-making process regarding measuring student learning may also find the research valuable.</p>

<p> The first year of college is a critical period of transition for incoming college students. Learning communities have been identified as an approach to link students together in courses that are intentionally integrated and designed with first-year students' needs in mind. Yet, learning community teaching teams are often not provided with data prior to the start of the semester about their students in order to target interventions. Also, it remains unclear as to which students are most benefitted by participating in learning communities. One question then becomes, what variables known on or before the first day of classes are predictive of first-year student success, in terms of retention and probation status, for first-year college students in learning communities? </p><p> The correlational study employed univariate and multivariate analyses on pre-college data about three consecutive cohorts of first-year students in learning communities at a regional public university in South Texas. Logistic regression models were developed to predict retention and probation status without respect to learning community membership, as well as for each learning community category. </p><p> Results indicated that group differences were not statistically significant based on either first-generation status or age for retention, while group differences were statistically significant for probation status on the basis of all of the pre-college variables except age. Although statistically significant differences were found among the learning community categories for each of the pre-college variables, there were no statistically significant group differences in their retention or probation rates. </p><p> The model to predict retention regardless of learning community membership included five variables, while the model to predict probation status included eight variables. The models for each learning community contained different sets of predictor variables; the most common predictors of retention or probation status were high school percentile and orientation date. </p><p> The study has practical implications for admissions officers, orientation planners, student support services, and learning community practitioners. It is recommended to replicate the study with more recent learning community cohorts and additional pre-college variables, as well as in programs across the nation, to contribute to the literature about the potential for learning communities to enhance first-year student success.</p>

<p> Research suggests what leaders should do or the qualities or characteristics they <i>should</i> have to be ethical leaders (Brown &amp; Trevi&ntilde;o, 2006). The ethical decision-making process that leaders should follow to avoid scandals and unethical behavior are overlooked. Few studies focused on ethical decision-making within higher education. Yet, educational leaders have an ethical responsibility that may be even more complex than those of other leaders due in part to increasingly diverse student populations enrolled in higher education that is having an impact on the growth of educational institutions on a global basis (Shapiro &amp; Stekfovich, 2011). Further, ethical scandals are no longer contained by national borders. The rapid growth of technology coupled with changes in political and societal landscapes has advanced ethical scandals to global prominence. A more collective need to understand ethical values and ethical decision-making practices on a global level has emerged. To be globally effective, leaders must be aware of the similarities and differences across and within cultures that could influence business practices (Resick, Hanges, Dickson, &amp; Mitchelson, 2006). However, cross-cultural research has not yet addressed the topic of ethical decision-making. In this study, the ethical decision-making process of higher education was not only examined in the United Stated but also in Poland. This exploratory study used the Delphi research technique to identify an ethical decision-making definition that higher administration leaders in both the United States and Poland use to make ethical decisions and identify the environmental factors that influence their decisions. Findings showed that the United States and Polish expert panels were different and showed very little in common in the identification of a definition and environmental factors. Lastly, both sets of experts identified a new process for ethical decision-making, each constructing a different ethical decision-making process model. This research on ethical decision-making provided evidence that the Polish and United States cultures are not as similar as identified in previous studies in terms of how they identify ethical decision-making and the factors they identify with influencing ethical decision-making. Using this information will create a better understanding of the practices and approaches to ethics that leaders use because of the huge influence they have and exert on people within their own organization and society around them.</p>

<p> The purpose of this multiple case study is to document how directors at private preschools have already, or are preparing for, leadership transitions. The study documents two private preschools; one preschool recently completed a leadership transition and the other is preparing for a transition that is scheduled to take place in the next five years. Data were collected through semi-structured interviews with directors, teachers, and families in both centers and analysis of archival records. Data were analyzed deductively drawing on key concepts from literature discussing leadership styles, factors impacting leadership transitions in organizations, and Heifetz's theory of adaptive leadership. Findings suggest that private preschools benefit from long-term succession planning for future leadership transitions, that includes staff participation and parent feedback. This study documents examples of intentionally planned transparent and collaborative administrative and leadership change in early childhood environments.</p>

<p> This doctoral project is a pilot study to assess the effectiveness of a church discipleship co-op designed to convey a biblical worldview to middle and high school students enrolled in charter homeschooling in Southern California. Research by the Nehemiah Institute indicated that 90% of Christian families in the United States send their children to forms of education that are not likely to produce a biblical worldview. Research by The Barna Group, LifeWay Research, and The National Study of Youth and Religion indicated that the vast majority of church-attending children transition into adulthood without a biblical worldview and disengage from church and Christianity as adults. Research by America's Research Group, Probe Ministries, and the Nehemiah Institute indicated that educational experiences in middle and high school determine the worldview of most children raised in Christian homes.</p><p> To address this problem some Christian families and churches are turning to public charter schools, as the fastest growing form of education in California and many other states. However, constitutional and state law restrictions forbid charter schools from presenting a biblical worldview in classes or curricula. The participants in this project combined church and family resources to provide supplemental educational experiences to convey a biblical worldview to middle and high school students while they received a public school education by enrolling in charter homeschool.</p>

<p> This qualitative research explores how college and university presidents engage in the process of developing formal institutional vision. The inquiry identifies roles presidents play in vision development, which is often undertaken as part of strategic-planning initiatives. Two constructs of leadership and institutional vision are used to examine key variables such as vision development and the college presidency. </p><p> In-depth, semi-structured interviews were undertaken with 10 presidents representing private and public institutions that have been or are being transformed. These interviews revealed 21 findings arrayed as: 1) seven organizing modalities, 2) five presidential roles, 3) seven role-based success factors and 4) two issues concerning balancing ownership of vision between presidents and stakeholders in shared-governance environments. </p><p> Many of the presidents developed formal institutional visions narrowly and on their own, but then undertook more inclusive processes to finalize their visions, socialize them through their organizations and integrate them into strategic planning. A related finding is that, despite pressures to engage in vision development with a broad spectrum of their communities, presidents are routinely asked to provide their visions to trustees and others during job recruitment. </p><p> Other findings include confirmation that visioning is generally part of strategic-planning exercises. Presidents often think in terms of what this study labels visionary intent, identified here as the combination of formal vision, objectives and strategies. Presidents also report relying on outside experts to play roles in visioning and strategic planning. Some presidents also spoke of balancing the need to encourage creativity and ambition among those engaged in the process with a responsibility to protect their institutions against misguided or even dangerous visions. </p><p> Numerous implications for both practice and theory emerged from this research. These include how essential it is for presidents to understand the cultural, political, historical, financial and operating contexts of their institutions prior to embarking on visioning. This includes awareness of the dynamics and visioning efforts of their immediate predecessors. </p><p> The presidents ultimately chose different courses of action to develop vision, though they all shared many best practices. In theoretical terms, this reflects an interesting Contingency Leadership approach to visioning in Complexity Leadership environments marked by the considerable Shared and Servant Leadership characteristics of shared governance.</p>