國立虎尾科技大學 |

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

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	University Presidents' Utilization of Leadership Frames :/
其他題名:	A Qualitative Study Comparing Self-Perceptions of University Presidents to Perceptions of Faculty and Staff.
作者:	Hart, Tara M.
面頁冊數:	1 online resource (235 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
標題:	Higher education. -
電子資源:	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.
LDR:02807ntm a2200349K 4500 001 914861
005 20180724121431.5
006 m o u
007 cr mn||||a|a||
008 190606s2018 xx obm 000 0 eng d
020 $a 9780355989342
035 $a (MiAaPQ)AAI10816501
035 $a (MiAaPQ)hsutx:10006
035 $a AAI10816501
040 $a MiAaPQ $b eng $c MiAaPQ
100 1 $a Hart, Tara M. $3 1188244
245 1 0 $a University Presidents' Utilization of Leadership Frames : $b A Qualitative Study Comparing Self-Perceptions of University Presidents to Perceptions of Faculty and Staff.
264 0 $c 2018
300 $a 1 online resource (235 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
500 $a Adviser: Mary M. Christopher.
502 $a Thesis (Ed.D.)--Hardin-Simmons University, 2018.
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.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Higher education. $3 1148448
650 4 $a Educational leadership. $3 585508
650 4 $a Higher education administration. $3 1148709
655 7 $a Electronic books. $2 local $3 554714
690 $a 0745
690 $a 0449
690 $a 0446
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Hardin-Simmons University. $b Education. $3 1188245
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10816501 $z click for full text (PQDT)