This study explores the question of how educational bureaucracies impact school efficacy, from the perspectives of senior administrators, a group made up of superintendents and assistant superintendents. The literature review defines the terms educational bureaucracy and systems coupling, which provide a theoretical framework for the study and serve as a lens through which the data, anecdotal reports contextualized by real-life experiences, are analyzed and the theme of school efficacy is explored. Understanding the unique perspective of the senior administrator’s role with regards to educational bureaucracy and its impact will provide a basis from which the structure of school systems is explored more deeply, and the ways in which systems coupling and elements of bureaucratic structures might be used as tools to improve school efficacy. The aim of this study is to better understand the specific functions of educational bureaucracies that have a perceived and/or measured effect on school efficacy. Rather than using a uniform measure of school efficacy, which could serve to limit the experiences shared by participants, the secondary aim of this study is to develop possible definitions/conceptualizations of school efficacy based on the anecdotal reports provided by participants, through the application of grounded theory. The findings of this study and the implications for practice will be of interest to those studying the sociological foundations of education and to stakeholders who wish to know more about the functioning of educational bureaucracies at the systemic level, and how they impact school efficacy.

Higher education institutions have an important role in changing societies; those in developing countries present an ample spectrum of differences, particularities, and needs. The role that senior administrators play as managers of those institutions is fundamental in the decision making process; consequently, it is very important that those administrators possess the needed attributes during the development of their endeavors. The purpose of this study is to identify the competencies needed by senior administrators in higher education institutions in Mexico, as current administrators project them. The naturalistic paradigm of inquiry was used to frame the study and acquire and analyze data. The sample consisted of twenty senior administrators from eight Mexican higher education institutions. The researcher visited those campuses on three trips between June 2001 and March 2002. Data came from three sources: interviews with respondents; observation of participants before, during, and after the interview sessions; and analysis of records and documents. Data from interviews were unitized and sorted into categories. Some of the conclusions of the researcher included: •Social forces and trends inside and outside of Mexican higher education institutions are pushing the need for a senior administrator with a broad understanding of the national situation, with the resources to support the national initiatives, and with the ability to make appropriate responses in their own institutions. •Identified needed competencies for the future higher education senior administrator are organized by personal characteristics and skills, administrative competencies, competencies of social responsibility, and institutional competencies. •Public university leaders believe that they face more difficult situations in their institutions that their private institution counterparts in order to adapt and change. •Differences between and within public and private higher education institutions in Mexico make evident the need for specific training for their senior administrators to achieve professional development necessary to the specific needs of their institutions.

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Doctor of Philosophy / Department of Secondary Education / Janice R. Wissman / This study was an investigation of mission, vision, funding strategies, and student services for distance learning as expressed by university administrators in land grant universities and state universities, and those institutions that are designated as both land grant and state universities by the state legislature. Three research questions guided the study The study employed a survey distributed through e-mail. The questionnaire was sent to 261 senior administrators; the chief academic officers, chief business officers, and chief information officers in 37 land grant and state universities and 13 institutions that are both land grant and state universities. The return rate was 30%. The institutional mission and administrator’s vision for offering distance learning survey responses were analyzed using descriptive statistics. The study also used correlation, confirmed by factor analysis, to determine if there was a relationship among the administrators’ responses regarding mission, vision, and funding. The data were analyzed with ANOVA and fishers least means difference test. These tests determined if there were differences in the administrators’ responses between the type or sizes of higher education institutions on mission, vision of administrators. The data analysis indicated that the type of institution did not yield significant differences. The difference of means test indicated there were differences in the student population size of the institutions. The responses indicated the mission or purpose for offering distance learning was to save money for the institution, and support degree completion for former students. The responses related to administrative vision show initiating a distance learning program and a being leader among higher education institutions were the reasons for a distance learning program. The content analysis method was employed to determine the roles of the administrators in the survey. The administrators’ responses related to distance learning were consistent with their roles in the institution. The study also produced results related to student services institutions provide for distance learning students, how the student services were provided, on or off campus or both locations and the funding sources for the student services.

Existing research literature indicates a scarcity of African American males attaining senior administrative positions at predominantly White institutions (PWIs). The previous research often lacks an empirical focus, resulting in a substantial gap in the literature (Jackson, 2004; Lewis, 2007; Pickron, 1991). This qualitative study examines the career paths and leadership experiences of nineteen African American male senior administrators in student affairs at four-year predominantly White institutions across the United States. The rationale for this study emerges from the researcher's frustration with the paucity of male senior administrators of color in student affairs at PWIs as role models, and a lack of clarity as to the steps needed to attain such a position. An exploration into the attainment of senior administrative positions in student affairs would disclose the necessary leadership skills and training appropriate to lead a student affairs organization. Critical race theory (CRT) frames this study and provides a framework for analyzing the lived experiences of people of color whose voices are least heard in the academy. Through qualitative methods, African American males are allowed to reflect on their career trajectory, leadership experiences, and attainments in becoming senior administrators in student affairs at PWIs. The criterion sample selection (19 of 43, or 44%) was comprised of African American male vice presidents in student affairs at PWIs, and identified for this study as members of the Student Affairs Administrators in Higher Education (NASPA) organization. This study reveals the importance of having a doctoral degree, general skill sets, influential mentors, and membership in professional organizations that serve as a resource for the best practices in student affairs. Without the necessary credentials, it seems highly unlikely that many African American males will be able to attain senior leadership positions in student affairs. The study offers recommendations for further research, which could prove valuable for African American male and female aspirants pursuing senior administrative positions in student affairs at PWIs.

Senior administrators' retirement rates between 2012 and 2022 will create a shortage of community college leaders. The purpose of this qualitative exploratory case study was to explore how the mentoring programs at community colleges may contribute to the career advancement of potential academic leaders for senior leadership positions. Kram's mentor role theory grounded the study. Data collection included semistructured face-to-face interviews with a purposeful sample of 3 academic, senior administrative leaders from 3 North Carolina community colleges who have participated in leadership mentoring programs, a review of organizational documents, and a review of the literature. Using Yin's 5 step analytic strategy approach, the 9 themes that emerged were leadership development programs, formal mentoring, internal mentoring program configurations, mentoring challenges, succession planning, importance of mentoring in community colleges, informal mentoring, professional development program, and benefits of mentoring. The results from this qualitative study might increase social change efforts focused on developing potential academic leaders for senior leadership positions by contributing insights, strategies, and new knowledge about the benefits of mentoring programs and succession planning. Having trained community college leaders might increase student enrollment and graduation rates.