Leadership Styles
Transformational, Servant, Transactional, Laissez-Faire, Autocratic, and Participative
@ddelaughter
Dr. Devin DeLaughter
Title: Department of Mathematics – Father Ryan High School
Research Topic: Transformational Leadership
Committee Chair: Dr. Kathleen Watts
Institution: Dallas Baptist University
Abstract: The purpose of the current mixed-methods study was to investigate the degree to which Professor Crosby DeWitt (C.D.) Stamps exhibited transformational leadership behaviors during his tenure as principal of Davidson Academy, a member school of the Tullahoma City School system in Tullahoma, Tennessee, during the time period of 1924-1966. I also explored how those leadership behaviors influenced student academic achievement and the school culture at Davidson Academy. In the study, I utilized individual and focus group interviews to gain a deeper understanding of the operationalized transformational leadership behaviors of Professor Stamps as experienced by eight former students of Davidson Academy during the time of Professor Stamps’ tenure as principal. In addition to semi-structured interview sessions, the researcher utilized the multifactor leadership questionnaire (MLQ 5x-Short) to determine the degree to which Professor Stamps operationalized transformational leadership behaviors compared to the nationally normed questionnaire developed by Bass and Avolio (2004). According to the research findings, Professor Stamps exhibited transformational leadership behaviors in each of the four key aspects. The findings provide valuable insight for educational leaders and future researchers as they continue to explore the interplay between leadership behaviors and organizational effectiveness.
Title: Department of Mathematics – Father Ryan High School
Research Topic: Transformational Leadership
Committee Chair: Dr. Kathleen Watts
Institution: Dallas Baptist University
Abstract: The purpose of the current mixed-methods study was to investigate the degree to which Professor Crosby DeWitt (C.D.) Stamps exhibited transformational leadership behaviors during his tenure as principal of Davidson Academy, a member school of the Tullahoma City School system in Tullahoma, Tennessee, during the time period of 1924-1966. I also explored how those leadership behaviors influenced student academic achievement and the school culture at Davidson Academy. In the study, I utilized individual and focus group interviews to gain a deeper understanding of the operationalized transformational leadership behaviors of Professor Stamps as experienced by eight former students of Davidson Academy during the time of Professor Stamps’ tenure as principal. In addition to semi-structured interview sessions, the researcher utilized the multifactor leadership questionnaire (MLQ 5x-Short) to determine the degree to which Professor Stamps operationalized transformational leadership behaviors compared to the nationally normed questionnaire developed by Bass and Avolio (2004). According to the research findings, Professor Stamps exhibited transformational leadership behaviors in each of the four key aspects. The findings provide valuable insight for educational leaders and future researchers as they continue to explore the interplay between leadership behaviors and organizational effectiveness.
| completed_treatise.pdf |
@drdavepeltz
Dr. David Paul Peltz
Title: Educational Consultant
Research Topic: Dr. Martin Luther King, Jr.: Establishing a Robust Qualitative Process for the Identification of Contemporary Servant Leaders
Institution: Regent University
Committee Chair: Dr. Corné Bekker
Abstract: Much has been written about Dr. Martin Luther King, Jr. What has not been written about Dr. King is whether he can be considered a contemporary example of a servant leader. The concept of servant leadership was created by Robert K. Greenleaf in 1977. From that period forward, several books and articles from a qualitative perspective have been written by many scholars as to what constitutes a servant leader. Additionally, several quantitative attempts have been made to establish measurability of servant leadership. Winston (2010) stated that while much has been written on the theoretical and quantitative development of servant leadership, a gap exists within the qualitative realm regarding “deepening our understanding of the theories [servant leadership] we proffer” (p. 180) and that we “should use in-depth interviews and case studies of exemplary servant-leaders in order understand the theory” (p. 180). This dissertation set out to create and establish a repeatable robust qualitative process to identify servant leaders and to determine if Dr. King can be considered a contemporary example of a servant leader. An in-depth look into Dr. King’s life provides the platform from which the analysis is conducted. The research methodology and analysis were conducted through a detailed qualitative and quasi-quantitative quadratic approach to answer the central question of whether Dr. King can be considered a contemporary example of a servant leader while trying to establish a repeatable robust qualitative process for the identification of contemporary servant leaders, which currently does not exist in the qualitative servant leadership identification arena.
Title: Educational Consultant
Research Topic: Dr. Martin Luther King, Jr.: Establishing a Robust Qualitative Process for the Identification of Contemporary Servant Leaders
Institution: Regent University
Committee Chair: Dr. Corné Bekker
Abstract: Much has been written about Dr. Martin Luther King, Jr. What has not been written about Dr. King is whether he can be considered a contemporary example of a servant leader. The concept of servant leadership was created by Robert K. Greenleaf in 1977. From that period forward, several books and articles from a qualitative perspective have been written by many scholars as to what constitutes a servant leader. Additionally, several quantitative attempts have been made to establish measurability of servant leadership. Winston (2010) stated that while much has been written on the theoretical and quantitative development of servant leadership, a gap exists within the qualitative realm regarding “deepening our understanding of the theories [servant leadership] we proffer” (p. 180) and that we “should use in-depth interviews and case studies of exemplary servant-leaders in order understand the theory” (p. 180). This dissertation set out to create and establish a repeatable robust qualitative process to identify servant leaders and to determine if Dr. King can be considered a contemporary example of a servant leader. An in-depth look into Dr. King’s life provides the platform from which the analysis is conducted. The research methodology and analysis were conducted through a detailed qualitative and quasi-quantitative quadratic approach to answer the central question of whether Dr. King can be considered a contemporary example of a servant leader while trying to establish a repeatable robust qualitative process for the identification of contemporary servant leaders, which currently does not exist in the qualitative servant leadership identification arena.
| dr_david_peltz.pdf |