M.Ed. (Educational Management) / Please refer to full text to view abstract

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

Kohlberg, Gilligan, and Mennuti differed in their explanation of a moral reasoning model in higher moral development levels. This study examined how moral orientations relate to gender, culture, and moral dilemma contexts. Eighteen leaders of higher educational institutes in Taiwan, 9 males and 9 females, were interviewed concerning their real-life moral dilemmas in both their professional life and personal life. Forty three incidents were generated by the participants in both situations. The principle of full saturation and constant comparative analysis methods were used in sampling, data collection, and analysis. The types of incidents, the conflict focus, the primary considerations, final decisions, and self-evaluation of decisions and consequences in the process of moral reasoning resolution were examined. The findings showed that dilemma situation factors were more important than gender factors in predominant types of conflict focus and types of moral considerations. Eight moral orientation models were identified from the full process of moral reasoning. Most moral orientation models were in combined forms. Single forms were rarely seen and there was only single-justice pattern. Justice focus mixed with either care or self shadow forms, or both, was the most predominant model found, especially in professional Situations. Self-focus mixed with other shadow forms was the most predominant model in personal situations. There were slight gender differences in the distribution of moral Orientation models. There were almost one third of incidents reasoned in justice, care, and self combinations with five different styles within the eight models. A comparison among the findings in this study with those of Kohlberg, Gilligan, and Mennuti was conducted. The interactions among gender, culture, and dilemma contexts were discussed. / Ph. D.

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.

The problem of this study was the status of administrative assistants in higher education with special emphasis on (1) the role of the administrative assistant, (2) the internship aspects of the position, as perceived by college and university presidents throughout the United States, and (3) the professional qualifications held by persons filling positions as administrative assistants.

The purpose of this qualitative case study was to examine perspectives of attorneys who have transitioned into community college leadership. The study sought to answer questions concerning why attorneys decided to change careers, how they transition into new careers, and to what extent their legal backgrounds helped them in educational leadership. Interviews were conducted of 20 former attorneys across America on their perspectives about career transition and leadership competencies to determine whether they might serve as a viable source for leadership. Participant perceptions revealed a transition to make a difference, the transition process was smooth, and transition was made for a better work environment. Participants recommended for career changers coming from law to informally learn about community colleges, gain work experience therein, and to earn another degree. Participants reported high abilities in communications and professionalism, which are current AACC leadership competencies. Some participants reported low collaboration competencies. Participants also recommended positive reinforcement, teamwork, and problem-solving as additional AACC leadership competencies. Moreover, participants reported other transferable skills including legal expertise, business sense, and analytical skills. Recommendations from this study include a policy and practice of considering lawyers for educational leadership provided they demonstrate work and commitment toward a transition into community college leadership. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2014. / FAU Electronic Theses and Dissertations Collection

Current literature has suggested that the role of the college president has perhaps become too ambiguous, complex and demanding for an individual to perform for an extended period of time. The purpose of the study was to assess the relationship between perceived role ambiguity, role conflict, role frustration and job satisfaction of selected private college presidents in the Southeastern United States. The method of the study was correlational in design. Using a thirty-seven item questionnaire developed by the author, data were collected from 141 college presidents of institutions within the Southern Association of Colleges and Schools. The institutions were private in governmental structure, with an enrollment not exceeding 2500 students. Limited demographic data pertaining to each college president were also collected. Multiple regression was used to determine if relationships existed between role ambiguity, role conflict, role frustration, job satisfaction and the demographic variables of age, race, number of years served as a college president, years of administrative experience, years president at their current institution, and if their current presidency was their first presidency. Results of the study suggest there are significant relationships between role ambiguity and role conflict (r =.22), role ambiguity and role frustration (r =.23), role ambiguity and job satisfaction (r = $-$.46), role conflict and role frustration (r =.67), role conflict and job satisfaction (r = $-$.43), role frustration and job satisfaction (r = $-$.43). However, role ambiguity was not perceived by the respondents in this study to be detrimental to the performance of their job. Role conflict and role frustration were perceived to be a concern to the respondents. Even with the diverse demands of the president's office, respondents in this study seem to be satisfied with the position of president, based on the composite analysis of individual questions on the instrument designed to measure job satisfaction.

African American women are significantly underrepresented in the role of community college presidents in the United States. Insufficient research has been conducted related to the reason behind the underrepresentation of African American female community college presidents in this nation, warranting an investigation that led to this study. The purpose of this qualitative study was to explore the lived experiences of 7 current and former African American women who are, or have held, the community college presidency role to gain an in depth understanding as to why, from their perspective, an underrepresentation of African American female community college presidents exists in the United States. Critical race theory is the theoretical foundation that guided this phenomenological qualitative study. Semistructured interviews were conducted to collect data. The data were interpreted using phenomenological analysis. This study found that African American female community college presidents identified several barriers that lead to their underrepresentation. Race and gender were the most influential factors noted. Gender bias was evident in that women are not expected to hold the presidency position. The respondents noted that the U.S. society still has elements of white supremacy where people of color are not trusted with certain leadership positions. These sources of bias have limited access to the college presidency, leading to their lack of representation in the role. The findings of this study can assist leaders and policymakers in formulating and implementing appropriate strategies and policies to end or minimize the disparities of Black women leading US community colleges.

The appointment of interim community college presidents, the topic of this study, is a little understood phenomenon. A growing shortage of community college presidents coupled with a lack of replacements suggests the appointment of interims will continue well into the future. This study, with a purpose of looking at the factors related to the appointment of interim community college presidents, was needed to inform the practice of those considering hiring or being an interim president. Data for the study were collected from online announcements of presidential appointments. Potential relationships between the type of presidential appointment (interim or permanent) and several factors were examined: (a) institutional characteristics (state, geographic region, size, locale), (b) the reason for the transition, (c) personal characteristics of the appointee (gender, origin, prior presidential experience, prior presidential interim experience, prior type of institution, previous position held, and retirement status), and (d) the time of year of the transition. Additional research questions looked at the relationship between the titles interim and acting and the length of the appointment; and compared interim presidents who were subsequently appointed to the permanent presidency to those who were not. Statistically significant associations were found between: the reason for the transition and the type of appointment; the origin of the appointee and the type of appointment; prior interim president experience and the type of appointment; retirement status and the type of appointment; time of year and the type of appointment; and the titles interim or acting and the length of appointment. The study also found interims who were appointed to the subsequent permanent position were unlikely to have previous presidential experience, and it was infrequent for insiders other than the interim to obtain the subsequent permanent position. This study implied college boards of trustees should create succession plans and have hiring policies in place that address issues related to the appointment of interims. Individuals seeking a permanent presidency should be aware that accepting an interim position could be an advantageous career step, but should also carefully assess the specific situation before accepting an interim position. / Graduation date: 2013