Staying power: the relationship of public school superintendent tenure to leadership frames
| dc.contributor.advisor | Raul Prezas | |
| dc.contributor.author | Elliff, Doyne Scott | |
| dc.date.accessioned | 2013-02-28T22:33:15Z | |
| dc.date.available | 2013-02-28T22:33:15Z | |
| dc.date.issued | 2/28/2014 | |
| dc.description | "A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Education." | en_US |
| dc.description.abstract | The study examined the types of leadership frames (human resource, structural, political, and symbolic) (Bolman & Deal, 1997) most often used by public school superintendents in Texas, the relationship of leadership frames to the length of superintendent tenure in a single school district, and the influence of school district size on the relationship of leadership frames to tenure. The non-probability sample included 212 superintendents from public school districts in nine Education Service Centers in Texas, representing small / rural, mid-sized, and large urban districts. The study was descriptive correlational in nature, utilizing a survey to generate quantitative data. Results revealed that the human resource frame was used most often by superintendents. The only frame statistically correlated to tenure in one district, however, was the political frame (r=.17, p<.05), and this relationship remained statistically significant when controlling for school district size, as measured by student population (r=.17, p<.05). Qualitative data were gathered from two open-response questions asking superintendents to identify factors related to 1) successful leadership of major change in a district and 2) ability to persist in the superintendent position. In response to the question regarding factors enabling leadership of major change in a district, theme analysis revealed overlapping associations to each of the four frames, with an emphasis on the human resource frame. Analysis of responses to the question regarding factors enabling superintendents to persist in their tenure in a school district revealed an emphasis on the human resource frame. | en_US |
| dc.description.college | College of Education and Human Development | en_US |
| dc.description.department | Educational Leadership, Curriculum & Instruction | en_US |
| dc.identifier.uri | http://hdl.handle.net/1969.6/413 | |
| dc.language.iso | en_US | en_US |
| dc.rights | This material is made available for use in research, teaching, and private study, pursuant to U.S. Copyright law. The user assumes full responsibility for any use of the materials, including but not limited to, infringement of copyright and publication rights of reproduced materials. Any materials used should be fully credited with its source. All rights are reserved and retained regardless of current or future development or laws that may apply to fair use standards. Permission for publication of this material, in part or in full, must be secured with the author and/or publisher. | en_US |
| dc.subject | frames | en_US |
| dc.subject | leadership | en_US |
| dc.subject | superintendent | en_US |
| dc.subject | tenure | en_US |
| dc.title | Staying power: the relationship of public school superintendent tenure to leadership frames | en_US |
| dc.type | Text | en_US |
| dc.type.genre | Dissertation | en_US |
| thesis.degree.discipline | Educational Leadership | en_US |
| thesis.degree.grantor | Texas A & M University--Corpus Christi | en_US |
| thesis.degree.level | Doctoral | en_US |
| thesis.degree.name | Doctor of Education | en_US |