Leadership styles of technical college presidents in Georgia
Carter, Paul R.
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The purposes of this study were: (1) to identify the leadership styles of presidents of technical colleges in Georgia as indicated by the presidents, (2) to identify the leadership styles of presidents at these institutions as indicated by the vice presidents, (3) to determine whether the presidents and vice presidents perceive this leadership style differently, and (4) to discover whether demographic variables are associated with leadership styles. Data were collected using the Leader Effectiveness and Adaptability Description (LEAD) survey instruments. A second questionnaire gathered personal and institution data. Descriptive statistics were utilized to summarize the results from the LEAD instruments and questionnaires. The study utilized correlation analysis to determine relationships between the perceptions of the presidents’ leadership style. An analysis of means was used to examine the differences between the presidents’ leadership style self perception and demographic variables. Selling (high levels of task and relationship behaviors) was the primary leadership style most frequently identified by the presidents. Participating (low level of task and high level of relationship behaviors) or a pairing of telling (high level of task and low level of relationship behaviors) and participating were identified as the presidents’ most frequent secondary leadership styles. The majority of the presidents rated their leadership style adaptability in the moderate range. The vice presidents most frequently perceived their presidents’ primary and secondary leadership style as selling. The majority of the vice presidents rated their presidents’ leadership style adaptability in the low range. Correlation analysis identified a strong positive relationship between the way presidents perceive their selling leadership style and the way vice presidents of instructions perceive the presidents’ selling leadership style. Additional moderate relationships were identified involving the perceptions of the presidents and all categories of vice presidents, except for the vice presidents of student services. The research also found an association between the technical college presidents’ perception of their leadership style and the following variables: gender, education, number of years at the current institution, previous position, number of years as president, size of the technical college, and location of the technical college.