Browsing by Subject "Higher education leadership"
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Item Leadership Qualities of Chief International Officers in Internationalizing the Campus at Select Institutions of HIgher Education in the United States(2015-07) Neys, LeighAn examination of chief international officer (CIO) leadership at selected institutions of higher educations is presented in this study. In addition, this study identifies CIO perspectives on internationalization and factors affecting campus internationalization. Ten chief international officers from comprehensive research institutions were included in this study. Using foundational conceptual frameworks of Bass and Avolio's (2000) Full Range Leadership Model and Kouzes and Posner's (2002) Five Practices of Exemplary Leadership model, a Model of Effective Leadership Qualities of Chief International Officers was formed and used as the conceptual framework for the study. Through interviews conducted with ten chief international officers, seven dominant qualities of effective leadership are identified including the five qualities found in the framework as well as two additional qualities. These qualities are illustrated in further detail through descriptive commentary by the participants in the study. Further examination of the data identified three factors influencing campus internationalization common to all participants. The findings in this study can be used to inform future research in international education leadership and to guide leadership development practices for emerging professionals in the field. In addition, the results will help to inform campus leaders, international education professionals and international education organizations on how to better serve and support international education leaders.Item Positionality and enacted leadership: women in senior level administrative positions at liberal arts colleges(2011-05) Enke, Kathryn Ann EngerWomen are underrepresented in senior level leadership positions in higher education institutions and their experiences are underrepresented in leadership research. This qualitative study engaged women senior administrators at liberal arts colleges in the Upper Midwestern United States to better understand how their intersecting identities mediate their enacted leadership. The following research questions guided the inquiry: (a) How do women senior leaders at liberal arts colleges perceive that their intersecting identities mediate their enacted leadership? (b) How do women senior leaders at liberal arts colleges perceive that their identities shape their interactions with other members of the campus community? How do their interactions confirm and contradict their perceptions? and (c) How do women senior leaders at liberal arts colleges perceive their own power among other members of the campus community? How do they see their power as mediated by their identities? Data were collected from eight women senior administrators at liberal arts colleges in the Upper Midwestern United States via a preliminary questionnaire, document review, in-depth one-on-one interviews, and a day of observation with each participant. Data analysis using the constant comparative method revealed findings in five areas: (a) understandings of leadership, (b) identities and enacted leadership, (c) identities and interactions with others, (d) identities and power, and (e) leading in a liberal arts context.