Greater knowledge of specific populations? perception of the capacity for change
will assist leadership practitioners in the design and implementation of effective
leadership programs. These leadership programs will hopefully prepare students to lead
effectively in a rapidly changing society where a strong capacity for change is needed.
This study examined three specific populations of undergraduate students who
participated in the Multi-Institutional Study of Leadership in 2006. The three
populations of interest were first generation college students, transfer students and male
students. The purpose of the study was to determine the self-perceived capacity to
adapt to change for selected college student populations based on the Social Change
Model of Leadership (Appendix A). A second purpose was to determine differences in
this self-perceived capacity to adapt to change between and among these selected college
student populations. Responses to the 10 individual items of the Change Scale (MSL)
were measured and analyzed to determine if any significant differences and/or
interactions existed in the data. The results of this study inform the design of both Academic and Student Affairs student leadership development programs to enhance the
leadership development of these selected student populations.
The research design for the study included the use of descriptive statistics, a
correlation matrix to examine the relationships of the 10 individual items of the change
scale, and a 3X10 MANOVA. These tests and measures were utilized on all three
independent variables (generational status, transfer status and gender) and the 10
individual items of the change scale within the Socially Responsible Leadership Scale.
This study identified distinct differences between/among the three populations of
interest and provided numerous recommendations for practice such as tapping into the
unique life experiences of transfer and first generation college students to learn more
about their stronger capacity for managing change and specifically recruiting students
from the three populations of interest to assist in the delivery of change-related
curriculum within leadership programs. Another recommendation was made for
leadership practitioners to utilize the Social Change Model of Leadership development
to help with the development of leaders who will share a commitment to positive change
at the individual, group and community levels.
| Identifer | oai:union.ndltd.org:tamu.edu/oai:repository.tamu.edu:1969.1/ETD-TAMU-2009-05-331 |
| Date | 16 January 2010 |
| Creators | Durham Hynes, Sharra L. |
| Contributors | Cole, Bryan R. |
| Source Sets | Texas A and M University |
| Language | en_US |
| Detected Language | English |
| Type | Book, Thesis, Electronic Dissertation |
| Format | application/pdf |
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