Book Description

The purpose of this study was to compare the self-perceived leadership styles, range and adaptability of women managers in higher education and non-education management positions. Specifically, the study sought to investigate the: (1) self-perceived leadership styles and adaptability of women managers in higher education and non-education, (2) self-perceived leadership styles and adapt ability of entry, middle, and upper level managers in higher education and non-education, (3) relationship between background and self-perceived leadership style and adapt ability, and (4) self-perceived leadership style and adaptability of the sample compared to the normed group of managers. The sample consisted of a systematically selected population of 185 women managers in higher education and 185 women managers in non-education positions. Each was mailed two questionnaires asking for biographical data and self-perceived leadership behavior data. The Leader Effectiveness and Adaptability Description developed by Hersey and Blanchard (1973) and Demographic Questionnaire developed by the researcher were used. Usable participant responses were obtained from 69 percent of the sample population. Analysis of variance was used to assess the difference between self-perceived leadership style and adaptability of groups using occupational background and using management level as independent variables. Chi-square crosstabulations were used to assess differences between groups in the sample and develop a profile of the woman manager in Oregon. Pearson Product-Moment Coefficient of Correlation was used to correlate styles and adaptability with age and years of experience. Analysis revealed a significant difference at the .05 level between managers in higher education and noneducation in Style 4 (low relationship, low task; delegating). Pearson Product Moment formula showed a correlation with age and style and with years of experience and adapt ability. Cross-tabulations indicated leadership training had an effect on management level for managers in higher education. There were no significant differences in the sample of women managers and managers in the normed group. Occupational background and leadership training significantly affected the self-perceived leadership styles of women managers. Managers in higher education indicated more formal education, formal leadership training and had more job responsibilities. Managers in non-education were generally younger, more likely to be in an entry level position, and had more responsibility for teaching. The sample population fell within the "average" range for self-perceived leadership style and adaptability with an overall style profile similar to managers in the normed group.