Publication Date

2002

Document Type

Dissertation/Thesis

First Advisor

Wholeben, Brent E.

Degree Name

Ed.D. (Doctor of Education)

Department

Department of Leadership in Educational and Sport Organizations

LCSH

High school principals--Illinois||Educational leadership--Illinois||School management and organization--Illinois

Abstract

This was a study of leadership styles and cultural norms and their relationship to 14 specific areas of change. The population consisted of randomly selected LUDA principals and department chairs. Two standardized instruments and a questionnaire were used. The data provided in this study identified specific leadership characteristics within three styles using the LSI and cultural norms using the OCI that were conducive to a change culture. This study provides another approach in identifying three specific leadership styles and cultural norms. A determination was made regarding the correlation among three behavioral norms and leadership styles and which was most conducive to promoting change or tradition within the organizational culture. Three leadership styles and cultural norms were studied. When looking at the 12 characteristics that identified the three leadership styles and cultural norms, the principals and the department chairs identified more with the four characteristics of the constructive style than the passive/defensive or aggressive/defensive styles. No significant correlation among the leadership styles or norms of the culture could be determined. From the perspective of a change culture, this study went further in looking at the relationship of change to the leadership styles and the norms of the culture and their effect on the 14 areas of change. In the area of change, the principals and the department chairs agreed to the level of change in 10 out of the 14 areas. In nine positions, there was a significant correlation between specific characteristics of leadership styles on the circumplex and the 14 areas of change. No significant correlation could be determined between the 12 positions on the OCI and the 14 areas of change. According to the research, educators are continuously looking for principals that are change agents. Whether the organization is one of change or tradition, providing another approach in identifying specific characteristics that are more conducive to change or tradition is a tool that can be helpful in various aspects. Identifying leadership styles can help educators in the process of hiring, committee structures, and staff development initiatives.

Comments

Includes bibliographical references (pages 161-174).

Extent

[xxiii], 277 pages

Language

eng

Publisher

Northern Illinois University

Rights Statement

In Copyright

Rights Statement 2

NIU theses are protected by copyright. They may be viewed from Huskie Commons for any purpose, but reproduction or distribution in any format is prohibited without the written permission of the authors.

Media Type

Text

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