%0 Thesis %1 wong_role_2002 %A Wong, Sharon H. P. %C Louisville, KY %D 2002 %K ADMINISTRATION ADMINISTRATION, EDUCATION, %T The role of leadership in the organizational transformation and the impact on organizational culture: A case study of a private Catholic university %X The purpose of this study was to examine the role of a small valued-based and mission-driven Catholic university's president in the implementation of transformational changes necessitated by time and environment considerations in order to define a unique academic niche. In this case, for an institution with its 187-year historical, religious and cultural background, a new lay president brought in a new leadership style and changes. The researcher assumed that (1) the vision of a president plays a key role, (2) there would be resistances and difficulties in varying degrees from the faculty and staff in adapting to the new leadership and the consistent ongoing changes, and (3) the change would shape a new culture. In order to examine the assumptions, 70\% of the defined populations were surveyed with three instruments: an interview, an Organizational Description Questionnaire (ODQ) developed by Bass and Avolio (1992), and a demographic survey. Findings indicate that the employees believe that the most significant characteristic of the lay president's leadership is “visionary.” Over half of the respondents feel positive and have no difficulty in adapting to the changes. In terms of E. M. Rogers' (1995) theory of “Adopter Categorization on the Basis of Innovativeness,” 65.9\% respondents placed themselves in the categories of innovators and/or early adopters. While 88\% of respondents asserted the culture of the organization has been affected by the organizational changes, the results from the survey of ODQ show that most employees of this institution have a strong sense of belonging and identity to the mission statement. Their commitments to the institution are long-term instead of situational or a deal-exchange relationship. Study indicates that a lay president, not a member of the founding religious community, brought his experiences and vision, and successfully shared with the members of an “old” institution and led the whole institution to growth and refine its own character and academic niche. The evaluation supports that the president is highly recognized by the employees and makes the culture of the institution a transformational one.

@phdthesis{wong_role_2002, abstract = {The purpose of this study was to examine the role of a small valued-based and mission-driven Catholic university's president in the implementation of transformational changes necessitated by time and environment considerations in order to define a unique academic niche. In this case, for an institution with its 187-year historical, religious and cultural background, a new lay president brought in a new leadership style and changes. The researcher assumed that (1) the vision of a president plays a key role, (2) there would be resistances and difficulties in varying degrees from the faculty and staff in adapting to the new leadership and the consistent ongoing changes, and (3) the change would shape a new culture. In order to examine the assumptions, 70\% of the defined populations were surveyed with three instruments: an interview, an Organizational Description Questionnaire (ODQ) developed by Bass and Avolio (1992), and a demographic survey. Findings indicate that the employees believe that the most significant characteristic of the lay president's leadership is \“visionary.\” Over half of the respondents feel positive and have no difficulty in adapting to the changes. In terms of E. M. Rogers' (1995) theory of \“Adopter Categorization on the Basis of Innovativeness,\” 65.9\% respondents placed themselves in the categories of innovators and/or early adopters. While 88\% of respondents asserted the culture of the organization has been affected by the organizational changes, the results from the survey of ODQ show that most employees of this institution have a strong sense of belonging and identity to the mission statement. Their commitments to the institution are long-term instead of situational or a deal-exchange relationship. Study indicates that a lay president, not a member of the founding religious community, brought his experiences and vision, and successfully shared with the members of an \“old\” institution and led the whole institution to growth and refine its own character and academic niche. The evaluation supports that the president is highly recognized by the employees and makes the culture of the institution a transformational one.}, added-at = {2018-06-19T15:18:45.000+0200}, address = {Louisville, KY}, author = {Wong, Sharon H. P.}, biburl = {https://www.bibsonomy.org/bibtex/2216e5a469c1f130f8b8ae50cf8063e65/prophe}, interhash = {d0bae76a2f92a3b7d09dff777cae16c0}, intrahash = {216e5a469c1f130f8b8ae50cf8063e65}, keywords = {ADMINISTRATION ADMINISTRATION, EDUCATION,}, note = {12A}, school = {Spalding University}, shorttitle = {The role of leadership in the organizational transformation and the impact on organizational culture: {A} case study of a private {Catholic} university}, timestamp = {2018-06-19T15:18:45.000+0200}, title = {The role of leadership in the organizational transformation and the impact on organizational culture: {A} case study of a private {Catholic} university}, year = 2002 }