| dc.contributor |
Dr. George A. Baker III, Committee Chair |
|
| dc.creator |
Welch, Alexis Barwick |
|
| dc.date |
2010-04-02T19:17:26Z |
|
| dc.date |
2010-04-02T19:17:26Z |
|
| dc.date |
2003-05-12 |
|
| dc.date.accessioned |
2023-02-28T17:07:48Z |
|
| dc.date.available |
2023-02-28T17:07:48Z |
|
| dc.identifier |
etd-01062003-180317 |
|
| dc.identifier |
http://www.lib.ncsu.edu/resolver/1840.16/5661 |
|
| dc.identifier.uri |
http://localhost:8080/xmlui/handle/CUHPOERS/265585 |
|
| dc.description |
This researcher examined descriptive leadership studies with efforts to identify and define what leaders routinely do. Managerial roles, defined by Mintzburg (1973), Yukl, (1989), Baker (1998), and others, were described in detail in Chapter 2. Keirsey and Bates (1984) introduced the four temperaments and the work of Myers and Briggs (1995) were offered. The specific problem to be resolved in this study was to determine if a relationship exists between temperaments and competence of managerial roles among the North Carolina Community College System Nursing Education Administrators. This study made four major contributions: 1) it does establish that there are statistical differences on how the four temperaments rate their competence on the managerial roles and categories; 2) it does establish that there are statistical differences between Macdaid's, et al. (1991) temperament distributions for college administrators and nursing education administrators; 3) it does establish that there are statistical differences between Athans' (2001) temperament distributions for community college presidents and nursing education administrators; and 4) it offers a springboard from which other temperament and competency related research can be generated. Future temperament and competency related studies may provide an avenue for community college nursing education administrators in preparing them for the vast challenges and evolving roles they do face on a daily basis.
In addition, nursing education administrators could be apprised of strengths and limitations in their role as nursing leaders. Knowledge of managerial roles competency and temperament relationships would be invaluable to higher education institutions, who are revitalizing current and preparing future nursing education administrators.
Recommendations for Future Research
Recommendations for future research include: 1) exact replication studies on a national level; 2) studies designed to replicate the research questions used in this study, but employ different methodologies; 3) a modified replication where a different scale is used on the LCAI; 4) a longitudal study of community college nursing education administrators to track career mobility of the nursing education administrators as related to leadership competence and temperament. |
|
| dc.rights |
I hereby certify that, if appropriate, I have obtained and attached hereto a written permission statement from the owner(s) of each third party copyrighted matter to be included in my thesis, dissertation, or project report, allowing distribution as specified below. I certify that the version I submitted is the same as that approved by my advisory committee. I hereby grant to NC State University or its agents the non-exclusive license to archive and make accessible, under the conditions specified below, my thesis, dissertation, or project report in whole or in part in all forms of media, now or hereafter known. I retain all other ownership rights to the copyright of the thesis, dissertation or project report. I also retain the right to use in future works (such as articles or books) all or part of this thesis, dissertation, or project report. |
|
| dc.subject |
leadership competency |
|
| dc.subject |
nursing administrators |
|
| dc.subject |
temperament |
|
| dc.title |
Temperament and Competence in the Managerial Roles of Nursing Education Administrators in the North Carolina College System |
|