Transcript Chief Enrollment Manager Leadership Style and Enrollment

Leadership Style and Performance in Higher Education:
Is There a Correlation?
Friday Symposium
Friday, February 25, 2005
Jeremy Dutschke, Ph.D.
Dallas Baptist University
Private Higher Education in Crisis
INSTITUTIONAL ISSUES
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Rising tuition rates and fees
Heightened funding issues
Diminishing endowments
Fluctuating enrollments
Increasing employee health-care costs
Organizational restructuring issues
EXTERNAL ISSUES
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Economically volatile environment
Declining stock market
Reduced consumer confidence
Declining personal wealth and security of
potential matriculants and donors
GRIM PREDICTIONS
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“…smaller, less-wealthy institutions, …if enrollment
falters at some of these institutions, the financial
consequences could be serious” (Allen, 2001, p. A10)
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Massive independent college closures, mergers, or
restructuring of missions appear to be coming true
(Angelo, 2002, Dunn, 2000, Zhao, 2002)
SURVIVAL FORMULA
Persistence
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Enrollment Management
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Development Funds
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Endowment Growth
Enrollment Management
• “…an organizational concept and a
systematic set of activities designed to
enable educational institutions to exert more
influence over their student enrollments.”
(Hossler and Bean, 1990, p. 5)
History of Leadership
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Great Man Theory
Trait Theories
Behavioral Leadership Theories
Contingency Leadership Theories
Situational Leadership Theories
Neocharismatic Leadership Theories
Great Man Theories
“For at the bottom the Great Man, as he comes
from the hand of Nature, is ever the same kind of
thing…I hope to make it appear that these are all
originally of one stuff; that only by the world’s
reception of them, and the shape they assume, are
they so immeasurably diverse.”
Carlyle (1847, p. 46)
Trait Theories
• Attempted to identify
specific traits
differentiating leaders
from followers
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Bernard, 1926
Bingham, 1927
Kilbourne, 1935
Mann, 1959
Stogdill, 1948
Tead, 1929
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Age
Articulation
Height
Emotional control
Intelligence
Integrity
Physical appearance
Popularity
Self-confidence
Weight
Behavioral Leadership Theories
Leadership Behavior Categories:
– Task-Oriented Behavior deals
with the leader’s emphasis on
the relationship between their
followers and the quality and
quantity of work they are to
perform
– Person-Oriented Behavior
deals with the relationship
between the leader and the
follower and a concern for how
they feel toward one another
• Theory X and Theory Y of
Leadership
(McGregor, 1960)
• Four Management Systems
Model of Leadership Behavior
(Likert, 1961, 1967)
• The Managerial Grid
(Blake and Mouton (1964)
Situational Leadership Theory
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Situations determine the leadership abilities required for
effectiveness causing the leader to adjust his or her
behavior depending on the personal and professional
maturity of the follower and the specific situational
variables present
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“Telling” (high task, low relationship)
“Selling” (high task, high relationship)
“Participating” (low task, high relationship)
“Delegating” (low task, low relationship)
Hersey, 1984 and Hersey, and Blanchard, 1977
Contingency Leadership Theories
• The appropriate style of
leadership is contingent on the
requirements of the particular
situation and the situational
variables mediating the
interaction between leadership
behavior and situations
resulting in effectiveness or
“situational favorableness”
• Only the leader possessing
particular qualities will arise
due to the specific situational
circumstances requiring specific
leadership abilities
• Least Preferred Coworker
(LPC)
– Fiedler (1964, 1967, 1971)
• Path-Goal Theory
– House (1971)
– House and Mitchell (1974)
• Normative Decision-Making
Model
– Vroom and Yetton (1973)
– Vroom and Jago (1988)
Neocharismatic Leadership Theories
• Transactional Leadership
– Burns (1978)
– Bass (1985)
– Bass and Avolio (1995)
• Transformational Leadership
– Burns (1978)
– Bass (1985, 1993)
– Bass and Avolio (1995)
Transactional Leadership
Leadership grounded in exchange theory in which
leaders use Contingent Rewards, Management-byException (Active/Passive), or Laissez-Faire
leadership by exchanging punishment and rewards
for follower compliance and effort in order to
achieve organizational performance.
Bass (1985)
Transformational Leadership
Leadership providing vision, charisma, and
empowerment to followers through the use of
Idealized Influence (Attributed/Behavior),
Inspirational Motivation, Intellectual Stimulation,
and Individualized Consideration to elevate the
followers, and the leader, to higher levels of
performance and achievement.
Bass (1985)
Transactional/Transformational Leadership Research
Follower/Organizational Performance
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Avolio, Waldman, and Einstein
(1988)
Barling, Weber, and Kelloway
(1996)
Howell and Avolio (1993)
Jung and Avolio (2000)
Keller (1992, 1995)
Koh, Steers, and Terborg (1995)
Russ, McNeilly, and Comer (1996)
Sosik (1997)
Spangler and Braiotta (1990)
Waldman, Bass, and Einstein
(1987)
Waldman and Yammarino (1999)
Yammarino and Bass (1990)
Leader Effectiveness/Employee Satisfaction
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Ronald Deluga (1988)
Hater and Bass (1988)
Howell and Avolio (1993)
Medley and Larochelle (1995)
Seltzer and Bass (1990)
Tracey and Hinkin (1994)
Higher Education Leadership and Performance
• General Faculty and Staff Leadership – Nischan (1997), Temple (2001),
Jackson (1999), Mason (1998), Murray (1988), Niles (1997)
• Athletic Program Leadership – Davis (2001), London (1996), Zwiren
(1995)
• Presidential Leadership – Eldredge (1999), Epps (1999), Harris (1996),
Harrison (2000), Jackson (1999), Levine (2000), Mason (1998), Murray,
(1988), Niles (1997), Tucker (1990)
• Student Affairs Leadership – Anderson (1998), Greenlee (1992), Loyd
(1996)
• Library Leadership – Albritton (1993), Suwannarat (1994)
Transactional/Transformational Leadership
Research - General Conclusions
Transformational Leadership = + Follower Performance
Transactional Leadership = - Follower Performance
Transformational Leadership = + Org. Performance
Transactional Leadership = - Org. Performance
Transformational Leadership = + Leader Effectiveness
Transactional Leadership = - Leader Effectiveness
Transformational Leadership = + Employee Satisfaction
Transactional Leadership = - Employee Satisfaction
Research Summary Schematic
High
Leader
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Transformational
Leadership
Performance
Follower
Transactional
Leadership
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Low
Multifactor Leadership Questionnaire
• Developed by Bass and Avolio in 1995
• Quantifies attributes of transformational leadership - Idealized
Influence [Attributed], Idealized Influence [Behavior], Inspirational
Motivation, Intellectual Stimulation, and Individualized Consideration
• Quantifies attributes of transactional leadership - Contingent Rewards,
Management-by-Exception [Active], and Management-by-Exception
Passive]
• 0 to 4 rating scale
CEM Transactional Leadership Conclusions
• Hypothesis #1 rejected.
• Scaled, self-rated CEM transactional leadership attributes –
Contingent Rewards, Management-by-Exception (Active),
and Management-by-Exception (Passive) – were not
positively correlated to lower levels of annual institutional
enrollment performance.
CEM Transformational Leadership Conclusions
• Hypothesis #2 rejected.
• Scaled, transformational leadership attributes – Idealized
Influence (Attributed), Idealized Influence (Behavior),
Inspirational Motivation, Intellectual Stimulation, and
Individualized Consideration – were not positively
correlated to higher levels of annual institutional
enrollment performance.
CEM Laissez-Faire Leadership Conclusions
• Hypothesis #3 rejected.
• Scaled, laissez-faire leadership attribute was not positively
correlated to lower levels of annual institutional enrollment
performance.
Study Implications
• Overall, the implications of this research study are null
• Neither supported nor refuted the larger body of leadership
research pointing to the influence of leadership style
• The greatest implication of this study is the need for
further research at various levels of enrollment division
leadership
Recommendations for Future Research
• Expand Sample Size
• Longitudinal Research Design
• Multiple Regression Research Design
• Conduct research at various levels of enrollment
division leadership
Conclusion
• Based on the leadership literature at
large and specific dissertations targeting
higher education, there is substantial
evidence of a correlation between
Leadership Style and Performance in
Higher Education.
Q&A