%0 Thesis %1 henderson_leadership_1990 %A Henderson, Pamela Starr %D 1990 %K ADMINISTRATION, EDUCATION, Higher, INDUSTRIAL PSYCHOLOGY, %T Leadership pattern in a distressed private black college %X This study used the case-study research methodology to explore the leadership pattern of a private black college during a 10-year period of enrollment and fiscal decline. The impact of resource decline on private black colleges has been neglected in the literature although it has been potentially more devastating to these institutions because they have historically functioned with marginal resources. The literature on organizational change, decline and leadership in higher education, and leadership in black colleges was reviewed and related to the results of the study. Leadership and cultural aspects have been highlighted in the literature as primary factors in the functioning of declining institutions. The findings supported several tenets of previous research in this area and pointed out that black cultural aspects of this institution were positive factors in its survival. The leadership pattern over the years of decline was variable, from authoritarian types of governance to more democratic or shared-authority types, but had some consistencies. When leadership orientation, approaches, and structure were congruent with the existing and long-standing college culture, the stress of decline was lessened and stability or turnaround became evident. Faculty were focused on the decline issues. When leadership was not congruent, faculty tended to be focused on changing the decision-making structure or the administration to the neglect of urgent decline issues. The findings also indicated that certain aspects of black culture, such as loyalty to the group, racial pride, and hope in survival against the odds, helped reestablish or maintain stability during uncertain times. Faculty consistently fought for input in decision making and to be well informed, and were tenaciously committed to the welfare of the college. Several recommendations were made for leadership in this institution and others as they proceed through turbulent environments. A need to develop a mega-theory of organizational life-cycle development, considering all aspects of the human, structural, and economic-technical domains of organizations and their interactions from inception through decline phases, was outlined and propositions were given.

@phdthesis{henderson_leadership_1990, abstract = {This study used the case-study research methodology to explore the leadership pattern of a private black college during a 10-year period of enrollment and fiscal decline. The impact of resource decline on private black colleges has been neglected in the literature although it has been potentially more devastating to these institutions because they have historically functioned with marginal resources. The literature on organizational change, decline and leadership in higher education, and leadership in black colleges was reviewed and related to the results of the study. Leadership and cultural aspects have been highlighted in the literature as primary factors in the functioning of declining institutions. The findings supported several tenets of previous research in this area and pointed out that black cultural aspects of this institution were positive factors in its survival. The leadership pattern over the years of decline was variable, from authoritarian types of governance to more democratic or shared-authority types, but had some consistencies. When leadership orientation, approaches, and structure were congruent with the existing and long-standing college culture, the stress of decline was lessened and stability or turnaround became evident. Faculty were focused on the decline issues. When leadership was not congruent, faculty tended to be focused on changing the decision-making structure or the administration to the neglect of urgent decline issues. The findings also indicated that certain aspects of black culture, such as loyalty to the group, racial pride, and hope in survival against the odds, helped reestablish or maintain stability during uncertain times. Faculty consistently fought for input in decision making and to be well informed, and were tenaciously committed to the welfare of the college. Several recommendations were made for leadership in this institution and others as they proceed through turbulent environments. A need to develop a mega-theory of organizational life-cycle development, considering all aspects of the human, structural, and economic-technical domains of organizations and their interactions from inception through decline phases, was outlined and propositions were given.}, added-at = {2018-06-19T15:20:34.000+0200}, author = {Henderson, Pamela Starr}, biburl = {https://www.bibsonomy.org/bibtex/2d9dd45fc886e11162c663221142d6988/prophe}, interhash = {25fe53ce4a790f95bf91b9eac569e86f}, intrahash = {d9dd45fc886e11162c663221142d6988}, keywords = {ADMINISTRATION, EDUCATION, Higher, INDUSTRIAL PSYCHOLOGY,}, school = {Peabody College for Teachers of Vanderbilt University}, shorttitle = {Leadership pattern in a distressed private black college}, timestamp = {2018-06-19T15:20:34.000+0200}, title = {Leadership pattern in a distressed private black college}, type = {{PhD} {Thesis}}, year = 1990 }