A comparison of the leadership styles of the leaders at New World School of the Arts

The purpose of this study was to determine if the perceived leadership styles of the leaders at New World School of the Arts were different according to their roles in the organization. The study focused on the top leaders of the organization: the Provost who heads the college program, and the Principal who heads the high school program.^ The Leadership Practices Inventory (LPI) Self and Observer developed by Kouzes and Posner (1990) was used to examine and compare the perceived differences between the leaders and the programs. The LPI measures five practices of exemplary leadership. The LPI Self and Observer was administered to the leaders, administrative subordinates, and faculty. In addition to the LPI a Demographic Inventory was used to collect data about the respondents.^ This study used a causal-comparative design to determine if differences existed between the leaders at NWSA as perceived by the leaders themselves and their respective administrative subordinates and faculty. T tests were conducted on the mean differences between the five leadership practices measured by the LPI. All tests were declared significant if exceeding the 5% level $(p={<}.05).$^ Significant differences were found within the college program across all five practice areas. To a lesser degree, significant differences were found within the high school in three practice areas: Inspiring, Enabling, and Modeling. Three significant differences were found between the college and high school in two practice areas, Enabling and Encouraging.^ There is little consensus of opinion within the college regarding the operative leadership style. Within the high school there is substantial similarity of perception regarding the operative leadership style. There is substantial similarity of perception between the programs regarding the operative leadership style. ^

A study of leadership behaviors for Breaking Ranks leaders in public secondary schools

This research will investigate what it will take to develop principals who will embrace the recommendations of reform as proposed by National Association of Secondary School Principals (NASSP, 1996) in the Breaking Ranks document. Breaking Ranks is based on the belief that it is within the dynamics of the school culture that principals must gain insight into strategies for improving the schools for which they are held responsible. Given this context, it is important to examine perspectives that are held by principals who lead schools that embrace the concepts of reform as proposed by NASSP, thereby, could be deemed “Breaking Ranks” schools. It is within these schools that the new role of the principal develops. NASSP has identified seven key recommendations for leadership development; “attributes that need nourishing” (p. 12) for the success of school reform. The seven recommendations are included in Breaking Ranks. ^ The purpose of this study is to identify and describe how principals put the seven recommendations into practice as they function in their schools. In addition, this study will gather information on the characteristics, support, skills, and training these principals identify as critical aspects and components of their success. This is a study of principal leadership at four high school sites where “Breaking Ranks” principals have been identified. ^ This research plan will be designed to utilize an inquiry-based process with a panel of experts and four “Breaking Ranks” principals. This study will describe: (1) how a panel of experts identify what they believe needs to be done in order to put the recommendations of the Breaking Ranks document into practice and their identification of principals who are breaking ranks; (2) how identified principals say they have been able to put the recommendations of the Breaking Ranks document into practice; (3) How both groups identify and describe: (a) the characteristics and behaviors of a “Breaking Ranks” principal; (b) the new leadership skills as described by the seven recommendations identified in the Breaking Ranks document; (c) the support necessary in order to meet the recommendations in the Breaking Ranks document; and (d) The training needed in order to become “Breaking Ranks” principals; and (4) how the process of creating “Breaking Ranks” principals can be described by experts who have studied it theoretically and principals who have demonstrated it in their schools. ^

Moral Leadership: A Model for Educational Leaders in the 21st Century

Furthering the understanding of and exploring the literature on moral leadership models is the purpose of this research paper. A review the literature was undertaken, synthesizing concepts and offering a new paradigm for educational leaders.

An Exploratory Analysis of John Dewey's Writings: Implications for School Leaders

The purpose of this study was to synthesize the operational definition of education through an exploratory analysis of John Dewey’s writings. Dewey’s definition of education changed from 1938 to 1896. Findings suggest that schools promote more social and emotional learning through instructional activities such as service-learning.

Female Secondary School Leaders: At the Helm of Democratic Schooling and Social Justice

We chose the philosophical tradition of phenomenology as the qualitative methodology to study four women school leaders. Semi-structured interview data indicated that their professional experiences impacted how their leadership practices advance social justice in their education organizations, espouse the belief that equity matter, and exemplify the torchbearers of democratic ideals.

Race, Gender, & Leadership: Perspectives of Female Secondary Leaders

Female secondary principals not only have to deal with internal and external pressures to lead successfully but are scrutinized because of their gender (Shakeshaft, 1993; Skrla & Young, 2003; Thurman, 2004). The purpose of this study was to investigate how female secondary principals from one southwestern state teased out complex views of leadership, gender, and race.

Emotional Intelligence and Organizational Commitment Among Private Club Board and Committee Volunteer Leaders: A Pilot Study

This pilot study explored the relationship between emotional intelligence and organizational commitment among provate club board and committee volunteer members. The top three items, ranked by mean scores, of each of three EI dimensions -- IN, OUT, and RELATIONSHIPS wer discussed. A sample of 57 volunteer leaders furhter was split into high EI and low EI groups based on respndents' overall EO median score. Statistical differences between high and low EI groups in three aspects of organizational commitment - affective, continuance, and normative commitment - wer present. 4 t-test results showed that the difference between high and low EI groups in affective commitment among private club volunteer leaders was statistcally significant at p <.05.

Venus and Leadership: Women Hospitality Leaders

The authors report on a survey of 234 women executives in the hospitality industry using factor analysis to discover the seven underlying dimensions of women leaders: perseverance, trust, inner values, responsibility, stewardship, communication, and vision.

Peer Leaders’ Perceptions of Learning Experiences

Peer-Led Team Learning (PLTL) at Florida International University maintains a large volume of student and Peer Leader (PL) participation. Students, who participate in PLTL, on average, perform a letter grade better than their peers who do not participate in PLTL. To analyze PL perspectives on learning, a survey was conducted. The survey had a series of Likert scale statements and free response questions on learning. The nature of the questions are regarding barriers in education, individual learning strengths and weaknesses, and the perception that PLTL improved the learner’s capabilities to overcome these obstacles. Based on the survey responses, PLs perceive an improvement in the way they learn during and/or after becoming a PL. Students participating in PLTL exhibited an increase in course content retention and perceived improvement in study skills. Students in PLTL also perceived the PLTL workshop environment to be comfortable enough to address questions and misconceptions.