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Transformational leaders have tendencies that include: 1) projecting confidence and optimism about goals and followers' ability, 2) providing a clear vision, 3) encouraging creativity through empowerment and rewarding experimentation, 4) setting high expectations and creating a supportive environment, and 5) establishing personal relationships with followers. Transactional leadership as a process in which leaders and followers decide on goals and how to achieve them through a mutual exchange. The leader provides followers with resources, rewards, and punishment in order to achieve motivation, productivity, and effective task accomplishment. Laissez-faire leadership is the process of letting followers work without direction or guidance from the leader. The laissez-faire leader avoids providing direction and support, shows a lack of active involvement in follower activity, and abdicates responsibilities by maintaining a line of separation between the leader and the followers. The primary purpose of this study was to investigate the assumption that a combination of transformational and transactional leadership factors is more predictive of greater followers' job satisfaction, motivation toward extra effort, and perceived presidential effectiveness than either leadership style alone. The study investigated perceptions of the degree to which transformational leadership, transactional leadership, and laissez-faire leadership were practiced by presidents of member colleges and universities in the Council for Christian Colleges and Universities (CCCU). In addition, the study considered whether some combination of transformational and transactional behaviors is more predictive of job satisfaction, motivation toward extra effort, and perceived presidential effectiveness than either transformational or transactional leadership alone. The independent variables in the study included the transformational, transactional, and laissez-faire leadership behaviors of the college and university presidents and the dependent variables were job satisfaction, motivation toward extra effort, and perceived presidential effectiveness. This study points to specific behaviors that are predictive of job satisfaction, motivation toward extra effort, and perceived presidential effectiveness. By combining the behaviors identified as transformational, transactional, and laissez-faire leadership behaviors, this study determines specifically which behaviors are predictive of the three dependent variables. By combining the transformational leadership behaviors of Attributed Charisma and Individual Consideration with the transactional leadership behavior of Contingent Reward, leaders may develop leadership styles that are more satisfying, motivating, and effective for followers than solely using the transformational model of leadership. Followers indicate that they are more satisfied and motivated by leaders who possess great energy, high levels of self-confidence, strong beliefs and ideals, are assertive, have the ability to make followers feel more confident, who create greater personal confidence within their followers, and who use positive reward systems to affirm desired behavior. This information provides empirical data to support the concept that a combination of charisma, personal consideration, and a reward system may increase follower's job satisfaction, motivation toward extra effort, and perceptions of leaders' effectiveness better than transformational leadership behaviors alone.

This work focuses on foreign college students in former Czechoslovakia, coming from so-called developing countries. It portrays the students' daily life, their relationships and conflicts, as well as their coexistence alongside the Czechoslovak population. Firstly, it will be necessary for us to pinpoint the subjects the foreigners studied, and then identify university archives used as research sources (tentatively, sources are available from Charles University and the Universita 17. listopadu university in Prague). Besides their studies, this work focuses on the students' life at the dormitories, their conflicts, and their cultural and social life. The research will, naturally, have to be put into context of Czechoslovakia's strategies and ambitions in the international politics, especially in relation to the so- called developing countries. Powered by TCPDF (www.tcpdf.org)

Abstract Fundraising is a critical element for the success and survival of higher education institutions. These institutions are all dependent on financial contributions from alumni as well as philanthropic organizations and private benefactors to support the institution. The presidents of these institutions are instrumental in seeking and obtaining funds in order to maintain the stability of these colleges and universities. Presidents should be knowledgeable of the nuances that make an institution successful and must aim to create those environments. The purpose of this qualitative investigation was to examine college presidents’ approaches to fundraising at selected Historically Black Colleges or Universities (HBCUs) in the South Eastern region of the United States (US). This study examined the strategies employed by these institutions and particularly their presidents. It also examined the philosophies, experiences, and fundraising strategies currently being employed by the selected college and university presidents. In this study a blend of existing theories was used to construct the conceptual framework. Therefore, the conceptual framework addressed the cultural and social aspects of race and the role it plays in the participant’s environment through the use of Critical Race Theory and the relationship between presidents and benefactors through Social Exchange Theory. Stakeholder Theory defines those groups within an organization without whose support the organization would cease to exist (Freeman, Harrison, Wicks, Parmar, & DeColle, 2012). In this study, stakeholder theory was used to address and identify the parties that exist to support the organization such as the Board of Trustees, faculty, staff, students and alumni, as well as how these stakeholders’ interests are met. Lastly, Transformational Leadership Theory was used to address the leadership elements of the participants and how they communicate their vision and strategies for their fundraising campaigns. The results of the study, which intended to explore the experiences of presidents as they seek funds on behalf of their college or university, revealed that while the president of the institution is responsible for leading the fundraising efforts, additional entities also play a major role in the institution’s ability to successfully raise funds. Analysis of the data using a thematic approach produced themes regarding the president’s role in fundraising, the importance of messaging, fundraising strategies and barriers to fundraising. Implications for leaders of HBCUs include investing in and providing resources for the advancement office as that is the foundation for successful fundraising, actively and aggressively embracing fundraising as the primary duty in their role as president and selecting members with proven track records of giving for the Board of Trustees as they play a critical role in fundraising for the institution. Understanding the participants’ experiences and the challenges they face can greatly assist others currently in the field as well as incoming presidents as they assume the role as leaders of an HBCU institution.

Thesis (M.A.)--Wheaton College (Ill.), 2007. / Abstract. Includes bibliographical references (leaf 137).