Leadership in higher education: An investigation of servant leadership as a predictor of college performance

by Hannigan, John B., Ph.D., CAPELLA UNIVERSITY, 2007, 108 pages; 3296726

Abstract:

Resulting from the Assembly Bill 1725 mandate, California community colleges and districts created participatory organizational structures to ensure that all employee and student constituency groups would participate effectively in the governance of a college and/or district. The literature suggests that while these structures are in place, participatory values have not transcended from these structures. The purpose of this exploratory study was to gain a deeper understanding of the level of servant leadership in five California community colleges and to identify if any relationship exists between the level of servant leadership and college performance. This study used the Organizational Leadership Assessment (OLA) (Laub, 1999) to measure servant leadership at the organizational level and a normalized performance index score that was based on seven performance measures. While the response rate did not meet statistically significant levels, the results from the respondents showed that servant leadership did not exist at the organizational level in the five colleges, adding support to the literature that perhaps participatory values have not transcended from the established participatory structures. The null hypothesis correlating the performance index and servant leadership could not be rejected. However, a Spearman's rho correlation revealed an inverse relationship between servant leadership and the two performance scores that focused on student earned awards and certificates.

AdviserRubye Braye
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsCommunity college education; Management; School counseling
Publication Number3296726

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