This qualitative, bounded, single case study centered on the process of building and leading the top management team during a presidential transition at a private, not-for-profit, coeducational, faith-based university in the United States. Specifically, the research concentrated on the dynamics of rebuilding a leadership team in a turbulent environment under a new president.
The primary source of data was semi-structured, in-person interviews with the new president and nine out of 10 top management team members. Detailed interviews provided comprehensive and extraordinary first-hand access to the team construction and leadership process. Other data sources, including relevant artifacts, documents, and press releases, were collected and analyzed to provide important details about the case context.
Major findings and conclusions are discussed in relation to the literature on leadership and top management teams. Five conclusions provide practical recommendations from the president’s vantage point: (1) the president recognized the necessity of restructuring her team in order to meet the board’s mandate; (2) in a highly turbulent institutional environment, the president constructed a diverse executive-level team with very limited resources; (3) the president’s communication and leadership style reflected a high degree of emotional intelligence that contributed to her overall effectiveness; (4) the president provided structure and a defined role, which enabled and guided the team to more effectively implement its mission; and (5) the president’s coaching assisted in (a) managing conflict, (b) developing trust, and (c) enhancing the team’s learning.
Recommendations for future research and implications for both theory and practice are presented to conclude the study. Senior leadership teams are essential to the success of their organizations. Therefore, it is important that those charged with executive leadership give priority to the important task of systematically assessing and building the leadership team, particularly under new leadership. In this study, the new president completely overhauled the team, and her personal leadership style, which involved a high level of emotional intelligence along with personal coaching of the team, attracted others to join. The use of coaching in senior leadership teams in higher education seems to be emerging as a new area for theory development.
|Advisor:||Marquardt, Michael J.|
|Commitee:||Casey, Andrea, Dreachslin, Janice L., McWade, Jessica C., Volz-Peacock, Mary|
|School:||The George Washington University|
|Department:||Human & Organizational Learning|
|School Location:||United States -- District of Columbia|
|Source:||DAI-A 79/12(E), Dissertation Abstracts International|
|Subjects:||Higher Education Administration, Educational leadership, Management, Organizational behavior|
|Keywords:||Leadership transition, Team building, Top management team (TMT), University president|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be