Doctor of Philosophy (PhD)
This dissertation study examined racial differences in leadership orientation and effectiveness at United States four year, public colleges and universities as self-perceived and as perceived by presidents, as a means to contribute to the literature on race leadership orientation and effectiveness. The quantitative study design is to determine significant relationships among University or College Presidents or Chancellors (UCPC) pertaining to their leadership frames and effectiveness using (Bolman and Deal 1991a, 1991b, 2003) four-frame leadership theory and Quinn (1988) competing values model. The study attempts to understand any distinct observations that may be present. This study will not be an attempt to either predict success or failure of presidents. The study is twofold: (a) to investigate the experiences of selected UCPCs in public and private institutions and (b) to present descriptive and trend data in order to develop a comprehensive profile of UCPCs black, white, and non-black non-white in higher education Understanding what factors these presidents considered to be success and failure within the context of leadership effectiveness is most important. The study explored how direct reports of the senior executive leadership team interacts with UCPCs and to what extent, if any, are there statistically significant differences based on race. The study also examine factors (Gender, Race, Years in Current Job, Total Years of Management Experience, Age, and Educational Level) which influence the president and his/her senior leadership team. In addition, no significant differences were found between black and non-black leadership characteristics, which stands in contrast to extant research-supported evidence. The study employed survey methodology to gather information about presidents’ self- perception of their leadership orientations and perceptions of leadership effectiveness of the presidents’ performance as reported by his/her direct report staff. Information on demographic characteristics was gathered to determine if they explained variations in the responses. The Bolman and Deal Leadership Orientation Questionnaires for SELF and Quinn’s Competing Values Leadership Instrument (CVLI) were employed to gather the information. This study analyzed the 91 UCPCs and 38 subordinate participants from executive leadership positions in higher education institutions. Identified race by the participants in the study included (UCPCs/DRs): 74/25 White Non-Hispanic, 5/2 Black Non-Hispanic, 0/4 Hispanic, 1/0 Asian, 0/0 Native Hawaiian, 1/0 American Indian or Alaskan Native, 1/0 Two or More Races, 0/0 Race/Ethnicity Unknown, and 1/0 Other.
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Whitmore Jr., Jerry M., "Presidential Profiles: Race, Leadership Orientation, and Effectiveness" (2014). LSU Doctoral Dissertations. 2890.
Mitchell, Roland W.