A Study of Perceived Leadership Styles of Vocational Administrators within Two-Year Postsecondary Institutions in Texas

• Main Author: Schroeder, Charles Olin
• Other Authors: McLeod, Pat N.
• Format: Others
• Language: English
• Published: University of North Texas 1988
• Subjects: vocational education; two-year colleges; leadership behaviors; Leader Behavior Analysis II > Self; Vocational education > Texas > Administration > Psychological aspects.; Leadership.; College administrators > Texas > Psychology.
• Online Access: https://digital.library.unt.edu/ark:/67531/metadc331125/

This study investigated effects of selected demographic variables and styles of leadership on the self-perceived leader effectiveness scores of vocational administrators at two-year postsecondary institutions in Texas. Demographic variables were type of institution represented, teaching experience, age, trade experience, administrative experience in vocational education, highest degree earned, institutional enrollment and vocational enrollment. Seventy-eight administrators were mailed copies of the Leader Behavior Analysis II—Self (LBA) and a demographic questionnaire. The LBA contained twenty supervisory situations. Respondents were to select the alternative approach that most closely resembled action they might take. Scoring determined the respondents' primary leadership styles and leader effectiveness scores. One-way analysis of variance was used to determine if selected demographic variables or primary leadership style was significant in determining a difference in their effectiveness scores. Primary leadership style and degree held were significant in determining leader effectiveness scores at alpha .05. It was determined that 84 percent of the administrators completing the questionnaire preferred the supporting style. None of the administrators preferred delegating or directing styles. Recommendations included studies using the LBA with supervisors in associations serviced by the institutions to provide an understanding of relationships between the leadership style of the administrators of training institutions and those of the associations served. Additional studies should be done to ascertain any differences in the self-perception of the administrators' leadership style and perceptions of their subordinates. A final recommendation included the implementation of programs to assist administrators in the utilization of the broader situational leadership approach.