Thesis (Ph. D.)--Illinois State University, 1975. / Title from title page screen, viewed August 2, 2005. Dissertation Committee: J.H. McGrath (chair), Gene A. Budig, Clinton R. Bunke, Eugene D. Fitzpatrick, Mary Kay Huser. Includes bibliographical references (leaves 152-159) and abstract.

Thesis (Ph. D.)--Illinois State University, 1997. / Title from title page screen, viewed June 5, 2006. Dissertation Committee: James C. Palmer, Edward R. Hines (co-chairs), John R. McCarthy, Anita Lupo. Includes bibliographical references (leaves 81-84) and abstract. Also available in print.

Thesis (M.A.)--University of North Carolina at Chapel Hill, 2004. / Includes bibliographical references (leaves 95-96).

Thesis (M.S.)--Springfield College, 2005. / Includes bibliographical references.

Thesis (Ph. D.)--Oregon State University, 2008. / Printout. Includes bibliographical references (leaves 186-199). Also available on the World Wide Web.

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

Thesis (Ed. D.)--West Virginia University, 2007. / Title from document title page. Document formatted into pages; contains viii, 132 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 89-94).

Thesis (D. Ed.)--Ball State University, 2009. / "November 2008." Title from PDF t.p. (viewed on Nov. 11, 2009). Includes bibliographical references (p. 201-216).

The primary problem with which this investigation is concerned was the assessment of the perceptions of lower-level administrators as to leadership styles they see to be in effect in their respective colleges and universities in Texas. The purposes of this investigation were to 1) identify the administrative leadership styles in effect, 2) determine the prevailing leadership styles among presidents and lower-level officers, 3) test the assumption that lower-level officers select leadership styles similar to those styles perceived to be descriptive of chief officers and other administrators, 4) determine if the type of institution (public/ private) is a factor in the choice of leadership styles, 5) determine if institutional size is a factor in the choice of leadership styles, 6) ascertain if age is a factor in the choice of leadership styles, 7) determine if educational level is a factor in the choice of leadership styles, 8) determine if institutional level is a factor in the choice of leadership styles, 9) ascertain if tenure in an administrative position is a factor in the choice of leadership styles, 10) determine if administrative position is a factor in the choice of leadership styles. Analysis of the findings revealed the most popular styles of leadership were democratic, pragmatic-functional, and organismic. The prevailing style of leadership of the chief officer was democratic. Lower-level officers tend to select leadership styles similar to those styles they perceived to describe chief officers. The following characteristics of the institution or administrators were not significant factors in selecting leadership styles: public/ private colleges, institutional size, and position of the administrator, educational level of the institution, and years in an administrative position. The age and education of the administrator were significantly related to leadership styles. The administrators, for the most part, were educated in academic disciplines that were not management related.

The purpose of this study is to determine to what extent the individuals in middle management positions in campus activities perceive themselves to be effective as change agents. A thirty-three item survey was mailed to 315 directors. A total of 199 usable returns were received. The problem was investigated in terms of perceptions of (a) individual adequate training and competency to provide new and expanded service for today's student body, (b) individual influence on upper-level policy and decision making within their own reporting structure, and (c) commanding enough influence on campus to effect significant change.