This study was designed to determine which factors contributed to the development and persistence of a women’s leadership development program in higher education. The Hedwig van Ameringen Executive Leadership in Academic Medicine® Program for Women was the basis for this single-case study.
To speculate about ELAM’s development and persistence, the study used Drucker’s and Rogers’s theories of innovation to suggest specific factors that contributed to ELAM’s initial development. Cameron and Whetten’s organizational life cycle theory and Harvey and Hurworth’s model of program sustainability were employed as well to suggest specific factors that contributed to ELAM’s development and sustainability. Data were gathered through interviews and documents and analyzed through a system of coding. Upon analysis, most elements of the theoretical framework were observed based upon micro- and macro-level adopters and applied to the research problem and questions; however, unexpected factors emerged.
The elements of innovation, adaptation, and institutionalization were displayed in ELAM’s initial development and evolution. These elements were sufficiently described by the study’s participants to determine that ELAM would persist. Evidence emerged for all but one element of the theories and model. In addition, during data analysis, themes of changes in leadership and networking emerged. A new conceptual model of program development and persistence was developed to simplify and to better address the theories and one model of the theoretical framework and to incorporate the emergent themes. Current leadership development program decision-makers and individuals contemplating initiating such programs could employ this model to determine the likelihood of program persistence.
These results support the conclusion that ELAM will most likely persist. However, the theories and model used as a framework for this study should be used with caution to study other leadership development programs. The new conceptual model may best serve this endeavor, but it requires future study.
|Advisor:||McDade, Sharon A.|
|Commitee:||Cavanaugh, Christine K., Gangone, Lynn M., Graham, Carolyn, Katz, Judith Kasputin|
|School:||The George Washington University|
|Department:||Higher Education Administration|
|School Location:||United States -- District of Columbia|
|Source:||DAI-A 71/04, Dissertation Abstracts International|
|Subjects:||Womens studies, Adult education, Higher education|
|Keywords:||Academic medicine, Executive Leadership in Academic Medicine, Leadership development, Leadership development programs, Leadership development programs for women, Persistence, Program persistence, Women and leadership, Women leaders|
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