This dissertation expands previous work of Giberson, Resick, Dickson, Mitchelson, Randall, and Clark (2009), Zhang, Tsui, Song, & Jia (2008), and Tsui, Zhang, Wang, Xin, and Wu (2006) by examining higher education organizational culture and leadership. There is a paucity of research in examining the relationships between university mid-level leader (Deans) personality traits and cultural values. The study focus was designed to address this lack of research by examining university cultural values and evaluating linkages with mid-level leaders’ traits. Linkages between leadership traits and cultural values were examined through utilization of the following frameworks: the competing values model by Cameron, Quinn, DeGraff, and Thakor (2006) and the Big Five by Goldberg (1992). Specific hypotheses were developed and tested regarding relationships between mid-level leader personality traits and cultural values shared among organization members.
|Advisor:||Messner, Phillip E.|
|Commitee:||Edmonds, Carole, Fridell, Max, Oehler, David|
|School:||University of Missouri - Columbia|
|Department:||Educational Leadership and Policy Analysis|
|School Location:||United States -- Missouri|
|Source:||DAI-A 74/07(E), Dissertation Abstracts International|
|Subjects:||Higher Education Administration, Educational leadership, Personality psychology, Organizational behavior|
|Keywords:||Big Five personality traits, Cameron, Kim S., Competing values model, Goldberg, Lewis, Leaders, Quinn, Robert E., State-supported higher education|
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