Leadership Behaviors of Community College Chief Executive Officers in India
| dc.contributor.advisor | Spaid, Robin L. | |
| dc.contributor.advisor | Gillett-Karam, Rosemary | |
| dc.contributor.advisor | Parsons, Michael H. | |
| dc.contributor.author | Carter, Miriam Juanita | |
| dc.contributor.department | Community College Leadership Program | en_US |
| dc.contributor.program | Doctor of Education | en_US |
| dc.date.accessioned | 2020-03-27T00:27:11Z | |
| dc.date.available | 2020-03-27T00:27:11Z | |
| dc.date.issued | 2019-03-20 | |
| dc.description.abstract | The 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.genre | dissertations | en_US |
| dc.identifier | doi:10.13016/m2zrdo-z7d9 | |
| dc.identifier.uri | http://hdl.handle.net/11603/17694 | |
| dc.language.iso | en_US | en_US |
| dc.relation.isAvailableAt | Morgan State University | |
| dc.subject | Vocational education | en_US |
| dc.subject | Educational leadership | en_US |
| dc.title | Leadership Behaviors of Community College Chief Executive Officers in India | en_US |
| dc.type | Text | en_US |