Date

4-2019

Department

School of Education

Degree

Doctor of Education in Educational Leadership (EdD)

Chair

Veronica Sims

Keywords

Assessment, Effectiveness, Intrinsic Case Study, Multiple Case Study, Women’s Leadership Training

Disciplines

Education | Educational Leadership | Higher Education | Leadership Studies

Abstract

The purpose of this intrinsic, multiple case study has been to describe the effectiveness of the non-profit statewide college women's leadership training program, Leading Edge Institute, through profiles of the program’s key stakeholders. The study participants included key stakeholders: members of the organization’s faculty, staff, and alumnae. The theory guiding this study was the transformational theory of leadership (Burns, 2010; Bass & Riggio, 2006; Caldwell, McConkie, & Licona, 2014; Kendrick, 2011), as it appreciates the individualization of diversity that informs different perceptions of reality (ontological philosophical assumption) and considers how social context helps those individuals develop personal values (social constructivism interpretive framework). The research questions for this study were (a) How do stakeholders describe the contribution of their Leading Edge Institute experience to their leadership preparation?; (b) To what extent do the organization’s stakeholders attribute these experiences to their current application of transformational leadership?; and (c) How do the perceptions of members of the organization's board of directors, faculty, staff, and alumnae align regarding the organization's impact on their leadership opportunities? Data were collected using interviews, observations, and organizational documents and records. Data were analyzed through reading and memoing, open coding, and interpreting the data.

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