The purpose of this study was to examine the organizational culture of community colleges’ departments to gain an understanding of whether or not a specific style of organizational culture, as determined by the leaders, had a relationship with the level of perceived empowerment by adjunct faculty. The current use of adjunct faculty within community colleges has increased over previous years, which has drawn attention to the practice. Therefore, the community colleges’ increasing reliance on adjunct faculty has generated an interest within these domains. The relationship between organizational culture and the empowerment was explored by administrating two surveys. Department chairs were identified as leaders and completed the Denison Organizational Culture Survey (DOCS) (Denison et al., 2012). The Psychological Empowerment Instrument (PEI) (Spreitzer & Quinn, 2001) was given to the followers, who were identified as adjunct faculty members. Hypotheses were formulated to assess whether there is a relationship between a specific style of organizational culture and empowerment of adjunct faculty. Both are quantitative surveys designed to produce data sets illustrating potential relationships. The two concepts were not found to be statistically significant.
|Commitee:||Flowers, Joseph, Rojas, Harriet|
|School:||Indiana Wesleyan University|
|School Location:||United States -- Indiana|
|Source:||DAI-A 78/05(E), Dissertation Abstracts International|
|Subjects:||Higher Education Administration|
|Keywords:||Adjunct faculty, Community colleges, Denison Organizational Culture Survey, Empowerment, Leadership, Organizational culture, Psychological empowerment instrument|
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