An exploration of how women lead in a higher education setting when assumptions of the organizational culture are challenged by globalization [electronic resource]
說明
267 p
附註
Source: Dissertation Abstracts International, Volume: 69-12, Section: A, page: 4651
Thesis (Ed.D.)--University of Calgary (Canada), 2008
This qualitative, exploratory case study explores how women leaders in a higher education setting work as the organizational culture is challenged by the dimensions of globalization. As a result of market forces, the trend to seek efficiencies in management, and the influences of technology, universities are undergoing profound and rapid change and the assumptions of the organizational culture are deeply threatened. The meaning and sense leaders can bring to the people who work with them may serve to lessen the frustration and angst inherent in this time of change (Schein, 2004)
Based in the theoretical framework of Schein (1972, 1980, 1987, 1993, 2004) in organizational culture, change, and leadership and the feminist standpoint theory of D. Smith (1987, 1997, 2006), and informed by the perspectives of Wheatley (1992, 2002, 2007) on organizational and group change, the research examines the work of women leaders in a medium-sized Canadian university. It investigates the standpoint of their leadership as well as the perceptions of those they lead in this time of change. The research findings reveal that these women leaders are integrating authentic work, intentional work, and hard work into their leadership. It suggests that each woman leader brings her authentic self to the leadership, not as a role she is assuming, but rather, the essence of who she is in the world. Women's leadership has emerged as value-based, emotionally intelligent, and transformational. It is heart-felt and regenerative
Interviews with a total of 42 participants---10 women leaders and 32 people who work with them---and available organizational documents provided the primary data for the study. Relevant literature and the experience of the researcher offered context. The results of the inquiry contribute to the knowledge base related to how women leaders work in organizational cultures during a time of profound change. The research is the basis for the development of a conceptual model for leadership through change in higher education settings by the leadership praxis of women leaders currently working in a university
