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The ties that blind: The perceived i...

Acebo, Kayla K.

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The ties that blind: The perceived influence of organizational culture and self efficacy on leadership success for women fundraisers.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The ties that blind: The perceived influence of organizational culture and self efficacy on leadership success for women fundraisers./
Author:	Acebo, Kayla K.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2008,
Description:	231 p.
Notes:	Source: Dissertation Abstracts International, Volume: 69-06, Section: A, page: 2474.
Contained By:	Dissertation Abstracts International69-06A.
Subject:	Organizational behavior. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3311422
ISBN:	9780549631613

The ties that blind: The perceived influence of organizational culture and self efficacy on leadership success for women fundraisers.
Acebo, Kayla K.

The ties that blind: The perceived influence of organizational culture and self efficacy on leadership success for women fundraisers. - Ann Arbor : ProQuest Dissertations & Theses, 2008 - 231 p.

Source: Dissertation Abstracts International, Volume: 69-06, Section: A, page: 2474.

Thesis (Ph.D.)--The University of Oklahoma, 2008.

University systems today are continually challenged with decreasing state funding appropriations, the need to provide more services to students to remain appealing and competitive in a tough recruitment market, with increasing expectations from faculty for support and infrastructure investment, and with alumni demands to maintain a level of excellence that assists in maintaining the value of their college degree. All of these competing requests require money that must be raised through private sources.

ISBN: 9780549631613Subjects--Topical Terms:

516683
Organizational behavior.

The ties that blind: The perceived influence of organizational culture and self efficacy on leadership success for women fundraisers.
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245 1 4 $a The ties that blind: The perceived influence of organizational culture and self efficacy on leadership success for women fundraisers.
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300 $a 231 p.
500 $a Source: Dissertation Abstracts International, Volume: 69-06, Section: A, page: 2474.
500 $a Adviser: Chan M. Hellman.
502 $a Thesis (Ph.D.)--The University of Oklahoma, 2008.
520 $a University systems today are continually challenged with decreasing state funding appropriations, the need to provide more services to students to remain appealing and competitive in a tough recruitment market, with increasing expectations from faculty for support and infrastructure investment, and with alumni demands to maintain a level of excellence that assists in maintaining the value of their college degree. All of these competing requests require money that must be raised through private sources.
520 $a In order to maintain levels of quality that their consumers and stakeholders have come to expect, the university must have dynamic leaders in university advancement operations. This is a critical component of the higher education structure, and every institution must be prepared to find success in this arena or risk the embrace of mediocrity. Through the application of attribution theory to defined external and internal barriers to leadership success, this study is designed to ascertain causality for the lack of gender parity at the leadership levels in university advancement operations when the profession itself is dominated by women.
520 $a A mixed method approach to data gathering was conducted which involved qualitative interviews with nine female chief advancement officers and a subsequent electronic survey distributed to approximately 1,525 institutional advancement professions. The research procedure and participants are defined in Chapter 3.
520 $a Over 200 responses were collected from institutional advancement professionals and examined the perceived external challenges and internal challenges to leadership in institutional advancement operations, particularly as they diverge between the sexes. Differences and similarities of leadership styles between men and women are reviewed focusing on organizational culture, the concept of self-efficacy, and causality.
520 $a An analysis of the research is presented in Chapter 4. The themes that emerge from the qualitative interviews are detailed in descriptive text offering the researcher and reader a description of the leadership experiences of the women interviewed. These responses were then triangulated with the data collected from the quantitative survey to uncover unifying themes and further explore the research questions presented.
520 $a The results of the findings are discussed to determine ideas the data uncovers and assumptions that can be made from the findings. The information will provide a valuable addition to the limited body of knowledge in this area while also providing additional ideas for future research in leadership.
590 $a School code: 0169.
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650 4 $a Women's studies. $3 526816
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710 2 $a The University of Oklahoma. $b Department of Sociology. $3 1022944
773 0 $t Dissertation Abstracts International $g 69-06A.
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792 $a 2008
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3311422