Education Commons^™

Increased Ambiguity And Resistance While New College Leaders Learn Their Roles, Christopher A. Gearin, Brian Dunican, John Castles

Journal of Educational Leadership in Action

This article explores tolerance of ambiguity and its effect on change resistance from the perception of new higher education presidents who often feel overwhelmed by the level of perceived resistance while they learn a new environment. Two separate yet complementary studies were compared for resistance to change: one qualitative and one quantitative. The qualitative study used a phenomenological approach to explore a new higher education leaders’ perspective of facing resistance during the change process. The quantitative study examined the 36-question survey results of individual higher education employees affected by higher education change. The intersection of the two studies explored, through …