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Women in leadership in higher educat...

Michael, Rebecka.

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Women in leadership in higher education: Leadership styles and the "glass ceiling".

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Women in leadership in higher education: Leadership styles and the "glass ceiling"./
作者:	Michael, Rebecka.
面頁冊數:	81 p.
附註:	Source: Dissertation Abstracts International, Volume: 74-10(E), Section: A.
Contained By:	Dissertation Abstracts International74-10A(E).
標題:	Education, Higher Education Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3565669
ISBN:	9781303158445

Women in leadership in higher education: Leadership styles and the "glass ceiling".
Michael, Rebecka.

Women in leadership in higher education: Leadership styles and the "glass ceiling". - 81 p.

Source: Dissertation Abstracts International, Volume: 74-10(E), Section: A.

Thesis (Ed.D.)--Trevecca Nazarene University, 2013.

Women in upper-level leadership positions in higher education are underrepresented. This study examined the predominant leadership styles of women who have achieved upper-level leadership positions in higher education explored intentional changes in their leadership styles. Primarily, the study sought to determine if these leaders had similar leadership styles, and whether they have intentionally changed their leadership styles in their attempt to attain their positions. The results showed that women in upper-levels of leadership in higher education do, in fact, have predominantly transformational leadership styles, and that a majority of women in these positions have intentionally changed their leadership styles in an effort to achieve advancement.

ISBN: 9781303158445Subjects--Topical Terms:

1669382
Education, Higher Education Administration.

Women in leadership in higher education: Leadership styles and the "glass ceiling".
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500 $a Adviser: Denise Dunbar.
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520 $a Women in upper-level leadership positions in higher education are underrepresented. This study examined the predominant leadership styles of women who have achieved upper-level leadership positions in higher education explored intentional changes in their leadership styles. Primarily, the study sought to determine if these leaders had similar leadership styles, and whether they have intentionally changed their leadership styles in their attempt to attain their positions. The results showed that women in upper-levels of leadership in higher education do, in fact, have predominantly transformational leadership styles, and that a majority of women in these positions have intentionally changed their leadership styles in an effort to achieve advancement.
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