Date of Award

Spring 5-1-2001

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Educational Leadership

First Advisor

Gregory Ulm

Second Advisor

Joanne Burrows

Third Advisor

Doris Williams

Abstract

In public schools a limited number of women have attained the position or superintendent. Limited resemch exists that focuses on understnnding the position from n woman's perspective. The purpose of this study, then, was to understand how women public school superintendents describe their leadership practices and uses or power in leading their school districts. The study was both quantitalivc and qualitative in methodology. The problem under study was approached from the conccpltial framework or five leadership practices. Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart are the practices that Kouzes & Posner (1995) used to establish The Leadership Practices Invento1y. A survey consisting of The Leadership Practices Inventory-Self, a measure of perceived power, and a demographics section was sent to 210 women superintendents practicing in Indiana, Illinois, Michigan, and Wisconsin. In addition to the survey, face-to-face interviews were conducted with nine women from the four midwestern states. Analysis of the leadership inventory revealed differences in size of school district and perceived leadership practices. The interviews generally confirmed the quantitative results. Kouzes and Posner's five leadership practices served as the conceptual framework for the analysis of how women superintendents described their leadership practices. New findings indicated that the women superintendents believed good hiring practices and specific qualities of a leader were essential elements to effective leadership. Analysis of the power measure reYealcd differences in age and years or experience and perceived uses of power. The interview data revealed that women prefer to use their personal power (referent and expert power) rather than their position power (legitimate, coercive, and reward power) to influence others. Also, \Vomcn in th..: interviews stated that their power increased when they shared or gave power away as they worked with the stakeholders in their districts.

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