Show simple item record

dc.contributor.advisorSpaid, Robin L.
dc.contributor.advisorGillett-Karam, Rosemary
dc.contributor.advisorParsons, Michael
dc.contributor.authorCarter, Miriam Juanita
dc.contributor.departmentCommunity College Leadership Programen_US
dc.contributor.programDoctor of Educationen_US
dc.date.accessioned2020-03-27T00:27:11Z
dc.date.available2020-03-27T00:27:11Z
dc.date.issued2019-03-20
dc.description.abstractThe purpose of this quantitative study was to use the theory of transformational leadership as measured by the Multifactor Leadership Questionnaire (MLQ) to investigate the differences in the leadership behaviors of Indian Center for Research and Development of Community Education (ICRDCE) affiliated community college CEOs based on their gender and age, and the job placement rate of community college vocational education and training (VET) graduates. Coined Skill India, VET program delivery is a high-priority, nationally ratified imperative focused on improving educational quality, accessibility, affordability, and quantity to drive employment. Implementation of VET requires a significant paradigm shift in infrastructure, pedagogy, and curricula outcomes aligned with domestic and international labor market requirements. In this study, transformative change referred to community college CEOs’ active involvement in purposeful, empowering, and expansive leadership to achieve desired VET outcomes. A convenience sample of 30 out of 100 chief executive officers of ICRDCE affiliated community colleges completed the MLQ for this study. The MLQ is a standardized survey that assesses a range of transformational, transactional, and passive-avoidant leadership behaviors. Data analysis included descriptive and inferential statistics. Community college CEOs’ age and gender along with the job placement rate of community college VET graduates during the 2016-17 academic year comprised the independent variables, while the dependent variables were the MLQ’s three major scales and nine subscales. The results of this study supported previous research linking transformational leadership to positive organizational outcomes. Findings related to gender and generational issues were noteworthy and contribute to the nascent body of empirical research on community college leadership in international contexts, particularly India.en_US
dc.genredissertationsen_US
dc.identifierdoi:10.13016/m2zrdo-z7d9
dc.identifier.urihttp://hdl.handle.net/11603/17694
dc.language.isoen_USen_US
dc.subjectCommunity college educationen_US
dc.subjectVocational educationen_US
dc.subjectEducational leadershipen_US
dc.titleLeadership Behaviors of Community College Chief Executive Officers in Indiaen_US
dc.typeTexten_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record