Perceptions of campus leaders, main faculty and students based on school leadership

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ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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ABSTRACT

The purpose of this study is to examine campus leaders' sense of job satisfaction as it was influenced by their description of the campus president, academic chair person, and main campus faculty attitududes towards effective leadership, autonomy, communications and student services. Most institutions with multiple campuses suffer from the perception that one campus is being preferred over others. School leadership is a key factor for the development of education quality. School principals play an important role in setting up the direction for schools which are productive and positive workplaces for students and teachers. Researchers have been working to determine the essential characteristics of professional development that are critical to enhancing student achievement. As institutions of higher learning were expanding into new markets, leadership became more vital to organizational effectiveness. This study will be using mixed methodology research design.

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER 1: INTRODUCTION1

Background1

Problem1

Research Questions1

Goals purpose and significance of research2

CHAPTER 2: LITERATURE REVIEW3

School Leadership3

Effectiveness of school leadership4

Description of effective leadership & autonomy by Campus president8

Leading Learning and Teaching11

Participative Theory of Leadership11

Distributed Theory of Leadership12

Difference of effective leadership by campus leaders13

Professional Development17

Relationship between Campus leaders20

Difference of skills at various levels23

Summary of literature26

CHAPTER 3: METHODOLOGY27

Research Method27

Quantitative27

Questionnaire28

Qualitative29

Interview31

Validity31

Sample31

REFERENCES32

CHAPTER 1: INTRODUCTION

Background

Most institutions with multiple campuses suffer from the perception that one campus is being preferred over others. No campus believes that it receives the attention and resources that it needs. In a study of Roosevelt University's two major campuses, Ewers found staff descriptions of the Schamburg Campus of Roosevelt University reflected their sense of being abused by the main campus administration in Chicago. Schamburg personnel resented the problems associated with commuting from the main campus to the Schamburg campus, inadequate food services, and space, and academic resource limitations.

Problem

Universities such as Roosevelt will continue to suffer administrative difficulties until they adopt a model of governance that would unify policies, procedures, and practices in areas such as training, and space issues between campuses. To manage successful outcomes, these institutions need to pay attention to particular issues such as fragmentation, inconsistency and in equitability.

Research Questions

How does the description of the campus president describe effective leadership, autonomy, communications and student services within the institution for senior managers, academic chairs and main campus faculty?

How does the description of the campus leaders differ regarding effective leadership, autonomy communications, and student services for the campus president, the academic chairs and the main campus faculty?

What relationships exist among campus leader's descriptions of effective leadership, autonomy, communications and student services for the campus leaders, academic chairs and ...