Leadership, loss, and healing: A study of women community college leaders who left the presidency

dc.contributor.advisor Larry H. Ebbers
dc.contributor.author Shaffer Lilienthal, Robin
dc.contributor.department Educational Leadership and Policy Studies
dc.date 2018-08-11T13:35:41.000
dc.date.accessioned 2020-06-30T02:30:35Z
dc.date.available 2020-06-30T02:30:35Z
dc.date.copyright Thu Jan 01 00:00:00 UTC 2009
dc.date.embargo 2013-06-05
dc.date.issued 2009-01-01
dc.description.abstract <p>The purpose of this qualitative study was to extend research on female community college presidents by (a) describing and examining the experiences of women who have experienced difficult leadership positions that resulted in departures from community college presidencies; and (b) exploring how these women have made meaning from this experience. Three female community college presidents who had experienced a difficult leadership experience that resulted in leaving the presidency were interviewed to learn about how they viewed their leadership experiences, described what they had learned about leadership, explained about presidential relationships with governing boards, and constructed meaning as a result of leaving a presidency.</p> <p>Using a constructivist framework and feminist methodology, the study data were first analyzed for each president and presented as an individual case study. Next the data were re-analyzed collectively to make interpretations about the shared experiences of all three presidents. The results of the study resulted in six themes. Leadership: (a) transformational-feminist leadership; Loss: (b) challenging situations with board members, (c) dealing with power struggles, (d) commitment to the college; and Healing: (e) spirituality and reflection, (f) continually creating meaning. In addition to describing six troublesome situations that presidents can face when dealing with governing boards and individual board members, the president's career-long leadership experiences, including some difficulties, suggested a style of leadership adapted from existing transformational and feminist leadership approaches. The Transformational-Feminist, with qualifiers, Leadership Model combines the two approaches and proposes limitations to the model's elements suggested by the emergent understanding that resulted from studying leaders who had difficult experiences.</p>
dc.format.mimetype application/pdf
dc.identifier archive/lib.dr.iastate.edu/etd/10731/
dc.identifier.articleid 1743
dc.identifier.contextkey 2806941
dc.identifier.doi https://doi.org/10.31274/etd-180810-2286
dc.identifier.s3bucket isulib-bepress-aws-west
dc.identifier.submissionpath etd/10731
dc.identifier.uri https://dr.lib.iastate.edu/handle/20.500.12876/24937
dc.language.iso en
dc.source.bitstream archive/lib.dr.iastate.edu/etd/10731/ShafferLilienthal_iastate_0097E_10574.pdf|||Fri Jan 14 18:27:09 UTC 2022
dc.subject.disciplines Educational Administration and Supervision
dc.subject.keywords community college
dc.subject.keywords governing board
dc.subject.keywords leadership
dc.subject.keywords president
dc.subject.keywords transformational
dc.subject.keywords women
dc.title Leadership, loss, and healing: A study of women community college leaders who left the presidency
dc.type article
dc.type.genre dissertation
dspace.entity.type Publication
thesis.degree.level dissertation
thesis.degree.name Doctor of Philosophy
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