Dissertation/Thesis Abstract

Adjunct Faculty: Perception of Leadership Styles, Leadership Outcomes, and Organizational Commitment in Online and Faith-Based Education Settings
by Pope Zinsser, Kam Lara, Ed.D., Hardin-Simmons University, 2017, 114; 10634594
Abstract (Summary)

Research indicates that adjunct faculty continues to grow in the higher education setting. Overall, universities continue to hire adjunct faculty to facilitate online courses and as a cost saving measure. While institutions continue to rely on adjunct faculty, a disconnection exists between the adjunct and the higher education administrators. This study examined adjunct faculty members’ outcomes (i.e., effectiveness, extra effort, and satisfaction) based on their perceptions of department heads’ leadership styles (i.e., transformational, transactional, and laissez-faire). In addition, the researcher examined adjunct faculty members’ organizational commitment (i.e., affective, normative, and continuance) to the online and faith-based higher education environments. Participants in this study included adjunct faculty members representing two universities: a faith-based and an online university. This study utilized the full range leadership model (FRLM) and the three-pronged organizational commitment questionnaire (OCQ) to measure leadership styles, leadership outcomes, and commitment. Perceived transformational and transactional contingent reward leadership styles reflected a significant (p < .001) positive predictive relationship with the leadership outcomes (i.e., effectiveness, extra effort, and satisfaction). Passive leadership styles showed a significant (p < .001) negative predictive relationship with the leadership outcomes. Additionally, the adjunct faculty’s affective commitment revealed a significant (p < .001) positive predictive relationship with normative commitment.

The study identified the need for organizations to employ a full range of leadership styles, specifically transformational and transactional contingent reward styles, for adjuncts to exceed university administrators’ expectations in effectiveness and extra effort (Bass & Avolio, 1995/2004). The study adds to leadership styles and adjunct faculty organizational commitment studies in the online education setting (DeLotell, 2014). In conclusion, this study revealed a need for further research in higher education relationships between university administrators and adjunct faculty members.

Indexing (document details)
Advisor: Christopher, Mary M., Hamm, Scott
Commitee: Collins, Renee, Roberts, Joanne
School: Hardin-Simmons University
Department: Education
School Location: United States -- Texas
Source: DAI-A 79/02(E), Dissertation Abstracts International
Subjects: Educational leadership, Higher education
Keywords: Adjunct faculty, Department heads, Faith-based university, Leadership, Online university
Publication Number: 10634594
ISBN: 978-0-355-35307-5
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