The literature suggests the competition for customers and revenue is bringing nonprofit institutions of higher education and for-profit institutions of higher education closer together. This study helped identify differences in leadership approaches used in high-performing nonprofit institutions of higher education and high-performing for-profit institutions of higher education. The comparative method of research was used in this study and the research data was gathered through the use of the Multifactor Leadership Questionnaire (MLQ) Form 5X. The research revealed: (1) A difference between the transformational leadership component of idealized influence (behavior) in nonprofit and for-profit higher education leaders. (2) Regardless of organizational type (nonprofit v. for-profit), a difference between employees who have been employed by the same institution for 16-20 years and those who have been employed for 10 years or less in the transformational leadership components of idealized influence (behavior), individual consideration, and intellectual stimulation. (3) A significant interaction between length of employment and organizational type when considering the operational outcome of extra effort. (4) A positive correlation exists between idealized influence (behavior) and the operational outcome of extra effort. Results indicated that as idealized influence (behavior) increases so does an employee's willingness to give extra effort on the job. (5) A negative correlation exists between idealized influence (behavior) and organizational type. Results indicated an increase in the number of for-profit institutions will create a tendency for idealized influence (behavior) within the higher education community to decrease.
|Adviser||Janice M. Spangenburg|
|Subjects||Management; Educational administration|
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