<p> This dissertation determined the perceptions of school board presidents regarding their superintendent's leadership style and the self-perceptions of superintendents regarding their personal leadership style. The leadership framework of Bass and Avolio (2004) was used to focus on three specific leadership styles of superintendents: transformational, transactional, and laissez-faire leadership. This information was vital because superintendents are considered the chief executive officers responsible for the day-to-day management of school districts.</p><p> The methodology for this study was quantitative with a correlational design. The Multifactor Leadership Questionnaire ([MLQ], 2004) was used to gather perceptions regarding transformational, transactional, and laissez-faire leadership styles from school board presidents regarding the leadership style of their superintendent and from superintendents regarding their personal leadership style. Seventy-five matched pairs (school board presidents and superintendents from the same school district) were collected to analyze research questions.</p><p> To address research questions one and two, the researcher conducted descriptive statistics on the data to describe the school board presidents’ perceptions regarding superintendent's leadership style. In addition, a one-sample <i> t</i>-test was used to compare the mean leadership style scores to a hypothesized mean. Once analyzed, data indicated that school board presidents perceived their superintendents to exhibit transformational and transactional leadership styles and did not perceive their superintendents to exhibit a laissez-faire leadership style. Superintendents’ ratings of their own leadership style indicated a strong tendency towards transformational leadership, with some tendencies towards the transactional leadership style. Superintendents scored lowest in laissez-faire leadership style.</p><p> For research question three, the assumption of linearity was assessed using a Pearson <i>r</i> correlation analyses. There were no statistically significant relationships between public school board presidents’ and superintendents’ behavior scores.</p><p> This study illustrated the importance of finding a superintendent’s leadership style and skills. It specifically highlighted the importance of ensuring a positive fit between a superintendent’s leadership style, the needs of a school board, and the needs of the district. The research established a statistically strong link between school board presidents’ and superintendents’ perceptions of leadership.</p><p>
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:10693023 |
| Date | 16 January 2018 |
| Creators | Kinsler, Linda L. |
| Publisher | Neumann University |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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