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Full-Text Articles in Social and Behavioral Sciences
Effective Leadership Styles And Methods: A Survey Of Opinions Of Faculty And Management At Wisconsin Indianhead Technical College, Judith A. Sanchez
Effective Leadership Styles And Methods: A Survey Of Opinions Of Faculty And Management At Wisconsin Indianhead Technical College, Judith A. Sanchez
Theses and Graduate Projects
The hierarchically structured Wisconsin lndianhead Technical College, New Richmond, Wisconsin, is considering implementing Total Quality Management/Continuous lmprovement Process (TQM/CIP) districtwide. The purpose of this study was to determine opinions held by faculty and management employed by that district regarding what constitutes effective leadership methods/styles and to assess whether differences existed between faculty and management groups regarding these opinions. A questionnaire was developed and distributed to all full-time district faculty and management. Two-hundred fourteen questionnaires were distributed, and 1 54 were returned for a return rate of 71 .9 percent. The questionnaire included 24 semantic differentiated items on a seven-point scale, …
The Environment And Change: Leadership And The Role Of Middle Management In A Correctional Agency, John M. Menke
The Environment And Change: Leadership And The Role Of Middle Management In A Correctional Agency, John M. Menke
Theses and Graduate Projects
Middle managers possess technical knowledge and awareness important to public policy formulation and environmental interaction, which is a predominant source of change for the organization. As an organization, Hill County Correction Departrnent's bureaucratic structure is ill-suited to respond to its complex and unstable environmen. Yet this structure is explained because HCCD is a public organization directly accountable to external bodies; its services are ambiguously defined and interpreted; and its environment hostile. This structure encourages a reactive rather than proactive position for the organization with the environment. Hierarchical structure, role obligation, and uncertainty promote risk-aversive activities by middle managers through remaining …