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University Presidents' Utilization of Leadership Frames : = A Qualitative Study Comparing Self-Perceptions of University Presidents to Perceptions of Faculty and Staff.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	University Presidents' Utilization of Leadership Frames :/
Reminder of title:	A Qualitative Study Comparing Self-Perceptions of University Presidents to Perceptions of Faculty and Staff.
Author:	Hart, Tara M.
Description:	1 online resource (235 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
Subject:	Higher education. -
Online resource:	click for full text (PQDT)
ISBN:	9780355989342

University Presidents' Utilization of Leadership Frames : = A Qualitative Study Comparing Self-Perceptions of University Presidents to Perceptions of Faculty and Staff.
Hart, Tara M.

University Presidents' Utilization of Leadership Frames :A Qualitative Study Comparing Self-Perceptions of University Presidents to Perceptions of Faculty and Staff. - 1 online resource (235 pages)

Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.

Thesis (Ed.D.)--Hardin-Simmons University, 2018.

Includes bibliographical references

With the realistic notion of universities struggling to survive, the leadership position of a university president provides critical influence for institutional survival. A university president is presented many opportunities to make decisions or address critical situations which ultimately influence the campus culture. In this study, the researcher compared university presidents' self-perceptions of their leadership to the perceptions of their faculty and staff specific to the utilization of Bolman and Deal's (1991) leadership frames. The researcher's effort to better understand the leadership perceptions of the university presidents and their faculty and staff members resulted in conducting qualitative studies at three private, faith-based universities in Texas.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355989342Subjects--Topical Terms:

1148448
Higher education.
Index Terms--Genre/Form:

554714
Electronic books.

University Presidents' Utilization of Leadership Frames : = A Qualitative Study Comparing Self-Perceptions of University Presidents to Perceptions of Faculty and Staff.
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500 $a Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
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504 $a Includes bibliographical references
520 $a With the realistic notion of universities struggling to survive, the leadership position of a university president provides critical influence for institutional survival. A university president is presented many opportunities to make decisions or address critical situations which ultimately influence the campus culture. In this study, the researcher compared university presidents' self-perceptions of their leadership to the perceptions of their faculty and staff specific to the utilization of Bolman and Deal's (1991) leadership frames. The researcher's effort to better understand the leadership perceptions of the university presidents and their faculty and staff members resulted in conducting qualitative studies at three private, faith-based universities in Texas.
520 $a At each private university, the researcher conducted semi-structured interviews with the university president, electronic questionnaires with purposefully selected faculty and staff, and conversation analysis at a leadership meeting under the direction of the president. Data analysis of each contributing individual's perceptions as it relates to Bolman and Deal's (1991) leadership frames provided the theoretical framework for this phenomenological study. The researcher found alignment of leadership perceptions between university presidents and faculty and staff members, which further signified the importance for university presidents to seamlessly utilize Bolman and Deal's (1991) leadership frames to lead their campus community.
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