Leadership Style and Organizational Culture: A Case Study in a College of Technology in Taiwan
Date of Degree
Doctor of Philosophy (PhD)
Cheryl A. Anderson
Francis M. Boakari
The purpose of this case study investigated the leadership style and the technology perceptions of six graduate school chairpersons and how their leadership and perceptions might affect the development o f the graduate school’s culture in the technology college at a normal university in Taiwan. In-depth interviews and a survey were conducted in this case study. In part I, the researcher purposely chose six participants to interview and observe. For part II, the School Culture Survey (SCS, Form 4-98) was selected to measure the organizational culture from 32 full-time teachers and descriptive statistics were used to analyze the data. To build or maintain the organizational culture in this technology college, those six chairpersons execute multiple leadership styles: transactional, transformational, cross-culture, and normal university leadership. Their leadership styles also influence different cultures in their schools. Even though there were active and passive leadership styles, the survey results still identified positive performances in each school culture, through professional development, teacher collaboration, collaborative leadership, and unity of purpose.
Lin, Pao-Cheng, "Leadership Style and Organizational Culture: A Case Study in a College of Technology in Taiwan" (2005). Theses & Dissertations. 136.
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