ERIC Number: ED438858
Record Type: RIE
Publication Date: 1999-May
A Profile of Community College Presidents' Leadership Styles.
Wen, Hung-yueh Daniel
This research study was designed to develop a profile of community college presidents' self-perceived leadership styles and to examine possible relationships between their perceived leadership styles and a number of variables that help describe organizational variations among different community colleges. The Leadership Effectiveness Adaptability Description Self (LEAD-Self) instrument was used to determine community college presidents' self-perceived leadership styles. The results, based on responses from 176 presidents, imply that there were no relationships existent between community college presidents' leadership styles and their personal/personnel characteristics such as the number of years at present position, total years of experience as college administrator, personal influence on organizational culture, etc. Also, there were no relationships existent between community college presidents' leadership styles and their institutional characteristics, such as single or multi-campus, number of full-time faculty, geographical region, etc. However, findings suggest that the longer the length of tenure a president has at his or her present college, the more likely he or she is to stick to one or two leadership styles. Also, community college presidents or campus CEOs who report they are more adaptable in their leadership styles feel they have more influence on the external communities served by their institutions. The study reveals that presidents with more years in administration perceived they are less adaptable in leadership style. Appendices include the letters and forms used in the study. (Contains 97 references.) (VWC)
Publication Type: Dissertations/Theses - Doctoral Dissertations
Education Level: N/A
Authoring Institution: N/A
Note: Ph.D. Dissertation, Mississippi State University.