Download or read book Relationship of role conflict to leadership style of community college division chairs written by Mary Eileen Retterer and published by . This book was released on 1993 with total page 318 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Relationship Between Leadership Training and Behavioral Change in Community College Department Chairs written by James Michael Still and published by . This book was released on 1995 with total page 314 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Illinois Public Community College Department Chair Roles and Role Conflict written by Kristine M. Young and published by . This book was released on 2008 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt: This research had two purposes: to determine community college department chair roles and to determine whether role conflict exists for the status of Illinois public community college department chair. The research was divided into two phases. In Phase I, community college department chair role factors were determined. Using ratings of importance reported by a sample of Illinois public community college department chairs on a modified version of Carroll and Gmelch0́9s (1992) department chair duty questionnaire, principal components analysis was employed to determine an underlying factor structure. Five factors were determined and interpreted as department chair roles: Department Leader, Resource Manager, Faculty Leader, Instructional Manager, and Teacher and Student Adviser. It was also determined whether the importance placed on department chair roles varied by department chair characteristic variables of academic discipline, departmental disciplinary composition, size of department, length of service as chair, whether the chair was elected by faculty or selected by administration, number of years served as a full-time faculty member prior to becoming department chair, and teaching load. Results indicated that certain characteristic variables of Illinois public community college department chairs influence the importance they ascribe to department chair roles. It was also determined in Phase I that role conflict and role overload exist to a mild to moderate extent for the Illinois public community college department chair status. In addition, a specific expression of role overload, namely, department chairs spending an inordinate amount of time performing roles they find of greater importance, may have been determined. In Phase II, the complete role set of department chairs, faculty, and the chief academic officer at one Illinois public community college was studied. It was determined that with minor exceptions, full-time faculty, part-time faculty, and the chief academic officer ascribed the same level of importance to the roles determined in Phase I as did the department chairs. Additionally, no statistically significant differences were found on the importance ascribed to department chair roles based on departmental disciplinary composition or length of faculty service by full and part-time faculty.

Download or read book Leadership Style of Community College Department Chairs and the Effects of Faculty Job Satisfaction written by Martha Kirkman and published by . This book was released on 2004 with total page 117 pages. Available in PDF, EPUB and Kindle. Book excerpt: The purpose of this investigation was to explore the leadership of community college department chairs and the job satisfaction of the faculty in community colleges. There appears to be a leadership crisis in higher education that has resulted from the complexity of the leaders' roles. The goal of this study was to investigate the leadership style of the department chairs in one community college and to research the satisfaction levels of the faculty at the community college to determine if indeed the leaders who demonstrate the characteristics of transformational leadership have followers who are more satisfied with their job. Leadership style surveys were distributed to each department chair and each faculty member on the campus and job satisfaction surveys will be distributed to each faculty member. Eight two-tailed, null hypotheses were tested at the .05 level of significance, addressing the eight research questions of the study. The Pearson correlation, two-sample t test, and ANOVA tests were used. There were non-significant correlations and outcomes that suggested directional propensities or tendencies among the variables. Although the literature indicated that higher order leadership skills such as transformational leadership should have been associated with greater job satisfaction among leaders and workers, the findings of this study did not confirm and even implied a possible reversal of the notion that transformational leadership led to greater job satisfaction. The relationship determined between leadership style and effectiveness of department chairs in a community college setting and faculty job satisfaction were an anomaly in this situation when contrasted to previous studies for other types of institutions. Faculty job satisfaction in this instance was not enhanced by department chairs practicing transformational leadership styles in the community college setting.

Download or read book Resources in Education written by and published by . This book was released on 2001 with total page 836 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Leadership Skills for Department Chairs written by Walter H. Gmelch and published by Anker Publishing Company, Incorporated. This book was released on 1993 with total page 224 pages. Available in PDF, EPUB and Kindle. Book excerpt: Contains special chapter on coping with stress.

Download or read book Dissertation Abstracts International written by and published by . This book was released on 2008 with total page 568 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Community College Department Chairs written by Arthur Joseph Sandford and published by . This book was released on 2009 with total page 498 pages. Available in PDF, EPUB and Kindle. Book excerpt: To study these possible role conflicts a comprehensive, qualitative case study was executed at 3 Southern California community colleges. Source documents related to collective bargaining agreements at each college, observations of two summary evaluation conferences at one college, and in-depth interviews of a purposively selected, stratified sample of 9 department chairs and 4 deans from across the colleges provided the data for the study.

Download or read book The Department Chair written by David B. Booth and published by . This book was released on 1982 with total page 68 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Conflict Management Styles Employed by California Community College Anglo and Latino Administrators written by Peter J. Espinosa and published by . This book was released on 1988 with total page 266 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book A Study of Role Conflict and Role Ambiguity Among Community College Department division Chairmen written by Thomas Gonzales and published by . This book was released on 1975 with total page 318 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Internal Conflict Experienced by Public Community College Academic Department Chairs written by Raymonda T. Johnson and published by . This book was released on 2011 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt: The focus of this research is the conflicted nature of the lived experience of public community college academic department chairs. In many colleges, department chairs are faculty chosen by colleagues and/or administration. Once selected, chairs assume supervisory responsibilities. The duality of this colleague-supervisor role has the potential for internal conflict. Also, in fulfilling responsibilities to departmental faculty, administration, staff, students, and the wider community, chairs have increased likelihood of experiencing internal conflict. This study explored the essence of department chair internal conflict, also its manifestations, chair tasks that generate it, and how chairs perceive and describe themselves. This qualitative study used the methodology of phenomenological human science inquiry. Through analysis of organizational plans of Illinois public community colleges, department chairs representing the phenomenon of being faculty-colleagues elevated to the chair role were identified. Six participants were selected from four colleges. Data gathered from the six participants through a series of four topical-guided one-on-one in-person interviews were recorded, transcribed, and analyzed. Data interpretation followed the procedures of phenomenological human science inquiry blended with qualitative interview analysis. Results confirmed that one of the effects on chairs of their being chairs is the experience of internal conflict, which can emerge during the process of living the chair role. Internal conflict for chairs was determined to be the clash of daily tasks and requirements against the goals and intentions of chairs for themselves and their departments; and the essence of this internal conflict was found to be the chairs0́9 lack of decision power and authority to control resources that would make it possible for them to fulfill their responsibilities according to their standards. The study also uncovered themes of the chair lived experience, descriptions of tasks that generate internal conflict for chairs, behaviors by which chairs reveal the presence of internal conflict and attempt to cope with it, and chairs0́9 perceptions and descriptions of themselves. The study concludes that it is not likely that all internal conflict for chairs can be or should be eliminated, and it discusses implications for modifying the chair experience to reduce the negative effect of internal conflict. This research contributes to the field of higher education by deepening researchers0́9, practitioners0́9, and policy makers0́9 understandings of department chairs0́9 lived experience. Resulting information will be useful to higher education administrators, to prospective or aspiring chairs contemplating the personal cost of chairmanship, to training planners aiming to equip neophyte chairs, and as comforting encouragement to distressed chairs struggling to understand and resolve daily internal conflicts.

Download or read book Relationship of Role Conflict and Role Ambiguity to Personal Outcomes Among Educational Administration Department Chairs written by Brenda Scofield Singleton and published by . This book was released on 1986 with total page 258 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Academic Leadership in Community Colleges written by Alan T. Seagren and published by U of Nebraska Press. This book was released on 1994-01-01 with total page 200 pages. Available in PDF, EPUB and Kindle. Book excerpt: Many challenges face community; technical, and junior colleges as they prepare for the 21st century. The more than 1,400 community colleges in the United States and Canada are led by approximately 14,000 academic deans and department heads, each of whom must balance the demands of the students, faculties, sponsors, community, and the college itself. As college enrollments increase, so do responsibilities, problems, and stress. Fur-ther stress will come to bear upon com-munity colleges in the next decade, when 40% of their academic leaders are expected to retire. There is justifiable concern about the identification, recruitment, and preparation of individuals to assume vacant leadership positions. Academic Leadership in Community Colleges provides the neces-sary touchstones and guidelines for per-sons within institutions preparing for new leadership. Written by professional educators, this book is based on a survey of 3,000 deans and department heads in community col-leges in the United States and Canada. The survey disclosed the broad variety of responsibilities, organizational structures, and developmental strategies exercised by academic leaders in community colleges from coast to coast. The research was conducted by the Center for the Study of Higher and Postsecondary Education at the University of Nebraska-Lincoln and supported by the National Community College Chair Academy. Introductory chapters present compara-tive information about community col-leges: their various missions, instructional units, and demographic situations. Other chapters focus on the beliefs and values, tasks, skills, competition, and challenges that greet academic leaders. Readers will find useful strategies for confronting frequent problems and procedures for achieving greater college cohesion and efficiency.

Download or read book Leadership Strategies for Community College Executives written by Gunder Myran and published by Amer. Assn. of Community Col. This book was released on 2003 with total page 153 pages. Available in PDF, EPUB and Kindle. Book excerpt: Presidents, executive teams, governing boards, administrators, faculty leaders, and graduate students alike will benefit from this comprehensive primer. Designed to help professionals at all stages of their careers, this resource is particularly useful to the growing number of new CEOs. Thorough attention is paid to operational principles and organizational design as well as policy development in both general and specific contexts such as students, curriculum, staff, and resource development. Look for special chapters on crisis management as well as practical advice for new CEOs.

Download or read book Building Academic Leadership Capacity written by Walter H. Gmelch and published by John Wiley & Sons. This book was released on 2015-01-08 with total page 259 pages. Available in PDF, EPUB and Kindle. Book excerpt: A clear, systematic road map to effective campus leadership development Building Academic Leadership Capacity gives institutions the knowledge they need to invest in the next generation of academic leaders. With a clear, generalizable, systematic approach, this book provides insight into the elements of successful academic leadership and the training that makes it effective. Readers will explore original research that facilitates systematic, continuous program development, augmented by the authors' own insight drawn from experience establishing such programs. Numerous examples of current campus programs illustrate the concepts in action, and reflection questions lead readers to assess how they can apply these concepts to their own programs. The academic leader is the least studied and most misunderstood management position in America. Demands for accountability and the complexities of higher education leadership are increasing, and institutions need ways to shape leaders at the department chair, dean, and executive levels of all functions and responsibilities. This book provides a road map to an effective development program, whether the goal is to revamp an existing program or build one from the ground up. Readers will learn to: Develop campus leadership programs in a more systematic manner Examine approaches that have been proven effective at other institutions Consider how these approaches could be applied to your institution Give leaders the skills they need to overcome any challenge The field of higher education offers limited opportunity to develop leaders, so institutions must invest in and grow campus leaders themselves. All development programs are not created equal, so it's important to have the most effective methods in place from day one. For the institution seeking a better way to invest in the next generation of campus leaders, Building Academic Leadership Capacity is a valuable resource.

Download or read book Rethinking Leadership in a Complex Multicultural and Global Environment written by Adrianna J. Kezar and published by Taylor & Francis. This book was released on 2023-07-03 with total page 153 pages. Available in PDF, EPUB and Kindle. Book excerpt: The complexity of the decisions that today’s higher education leaders face—as they engage with a diversifying student body, globalization and technological advances—requires embracing new ways of thinking about leadership. This book examines the new theories and concepts of leadership that are described in the multidisciplinary literature on leadership, and are being applied in other sectors—from government to the non-profit and business communities—to explore the implications for leaders and leadership programs in higher education. At a time when the heroic, controlling, and distant leader of the past has given way to a focus on teams, collectives and social change, the contributors to this book ask: What new skills and competencies should leaders and programs be addressing?The recognition of the interdependence of groups within organizations, and between organizations; of cultural and social differences; and of how technology has sped up decision time and connected people across the globe; have changed the nature of leadership as well as made the process more complex and diffuse. This book is addressed to anyone developing institutional, regional or national leadership development programs; to aspiring leaders planning to participate in such programs; and to campus leaders concerned with the development and pipeline of emerging leaders. It will be particularly useful for administrators in faculty development offices who are planning and creating workshops in leadership training, and for staff in human resource offices who offer similar training.Contributors: Laurel Beesemyer; Rozana Carducci; Pamela Eddy; Tricia Bertram Gallant; Lynn Gangone; Cheryl Getz; Jeni Hart; Jerlando F. L. Jackson; Lara Jaime; Adrianna Kezar; Bridget R. McCurtis; Sharon McDade; Robert J. Nash; Elizabeth M. O’Callahan; Sue V. Rosser; Lara Scott.