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ERIC Number: ED535060
Record Type: Non-Journal
Publication Date: 2010
Pages: 182
Abstractor: As Provided
Reference Count: N/A
ISBN: ISBN-978-1-1249-3820-2
ISSN: N/A
Four-Year Historically Black College and University President: An Examination of Leadership Styles, Values, and Attributes
Brown, Edward David
ProQuest LLC, Ed.D. Dissertation, Alabama State University
The resignation, termination, and unexpected departure of several college and university presidents over the past decade have prompted much speculation about the state of the college presidency. An alarming number of Historically Black College and University (HBCU) presidents find themselves, and the institutions they lead, at the mercy of negative media. The HBCU college president has always been under a great deal of pressure to perform and, in many cases excel, above their predecessors and peers at other institutions. The very survival of many of these institutions greatly depends on their president's ability to lead effectively. Search committees, university boards of directors, and governing agencies are constantly seeking to match the right leader with the right school in an effort to reduce the negative publicity, promote higher quality leaders, and reduce the early exit of HBCU presidents. It is critical in these days of limited resources, that the best president-to-school match is achieved. This study examined the relationships between leadership styles, values and attributes of 72 HBCU presidents at private and public four-year institutions in the United States from 2005-2010. This study utilized both qualitative and quantitative methods for collecting and analyzing data. Data were collected using a researcher-designed survey, focus groups, interviews, data from university web sites, and by analyzing vitas provided by participants. Data were analyzed using SPSS 16 and QSR NVivo 8 software packages. The study investigated transformational, transactional, and laissez-faire leadership styles of HBCU presidents. It also examined presidents' perceptions of the styles, values, and attributes needed to lead effectively; and provided advice to those aspiring to the presidency. The results of the study clearly indicated that HBCU presidents utilized transformational or transactional leadership behaviors in their roles. Despite the negative media scrutiny, these institutions and their presidents are prevailing. The data revealed that cultural values, attributes, and leadership styles makes a difference in their success or failure. The data also revealed that mentors and mentoring played a key role in the development of these HBCU presidents. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]
ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site: http://www.proquest.com/en-US/products/dissertations/individuals.shtml
Publication Type: Dissertations/Theses - Doctoral Dissertations
Education Level: Higher Education
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A
Identifiers - Location: United States