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From crisis to stability : a case study of presidential leadership at a Christian college

著者: Jeffery A Gill
出版商: December 2012. ©2012.
论文: Ph. D. Western Michigan University 2012.
版本/格式:   硕士/博士论文 : 硕士论文/博士论文 : 手稿   档案资料 : 英语查看所有的版本和格式
数据库:WorldCat
提要:
Despite healthy growth in past decades, in a time of national and global economic instability small, private Christian colleges now find themselves in a precarious position. Leading effectively in such colleges and universities in a time of external and/or internal crisis is a great challenge. This research is about a small, Christian college with documented evidence of having survived two significant enrollment and  再读一些...
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详细书目

类型/形式: Case studies
提及的人: Ronald E Manahan
材料类型: 硕士论文/博士论文, 手稿
文件类型: 书, 档案资料
所有的著者/提供者: Jeffery A Gill
OCLC号码: 857224476
注意: "A dissertation submitted to the faculty of the Graduate College in partial fulfillment of the requirements for the degree of Doctor of Philosophy, Department of Educational Leadership, Research and Technology. Advisor: Louann Bierlein Palmer, Ed. D. Western Michigan University, Kalamazoo, Michigan, December 2012"--Title page.
描述: vii, 182 leaves : charts ; 29 cm
责任: by Jeffrey Gill.

摘要:

Despite healthy growth in past decades, in a time of national and global economic instability small, private Christian colleges now find themselves in a precarious position. Leading effectively in such colleges and universities in a time of external and/or internal crisis is a great challenge. This research is about a small, Christian college with documented evidence of having survived two significant enrollment and financial crises, and is now stable, all under the leadership of a president who served during the 19 year time period of crisis and stability. The purpose of this study is to investigate how this president, through his leadership attributes, practices, and achievements, led the college from crisis to stability. Participants in this study were administrators, faculty, and staff employed by Grace College and Seminary and those who serve as volunteers on the Board of Trustees during the period of 1995 through 2012. A survey was created identifying seven categories from the literature of effective presidential leadership in higher education. In each of these areas there are eight statements, scored using a Likert scale. Additionally, there are two open-ended statements regarding the president's leadership during the two times of crisis. Responses from 168 stakeholders were received, a 65.4% response rate. Five interviews, one from each stakeholder group and the president were also conducted. Another data source was the president's three-year goals and self-evaluations. Data revealed that being Relationally Strong and a Good Fit as the top categories of effectiveness for this president. Being a Developer of a New Culture was the overall lowest leadership category, involving both low mean scores and low open-ended responses, while being a Team Builder had moderate mean scores, but the highest number of negative comments. Overall conclusions drawn, which add to the literature, are this president: functioned as an adaptive leader, built trust through his integrity and relationships, and used times of crisis to institute change and innovation.

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