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Examining Self-Perceptions of Leaders in Alternative School Settings

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dc.contributor Harold Frye; James Robins; Jeanette Westfall en_US
dc.creator Burright, Jeremy C. en_US
dc.date 2015
dc.date.accessioned 2023-05-05T16:46:32Z
dc.date.available 2023-05-05T16:46:32Z
dc.identifier burright_jeremy_2015
dc.identifier.uri http://72.14.178.173:8080/xmlui/handle/123456789/434
dc.description.abstract This study represents an examination of equity and leadership within alternative schools through the perspectives of alternative school leaders. Purposive sampling was used to select participants and research was conducted using the responsive interview technique. Six parent themes and 31 child themes were created through the examination of literature and participant responses. Equitable treatment of alternative schools by the districts they serve, is indicated by this study. Additionally, leaders’ perceptions support three essential scales of leadership derived from the literature review. Outcome Orientation versus Systems Orientation, Self-Centered versus People Focused, and Status Quo versus Improvement all show as scales demonstrated by leaders in alternative schools with a focus on Systems Orientation, People Focused, and Improvement en_US
dc.publisher Baker University
dc.title Examining Self-Perceptions of Leaders in Alternative School Settings en_US
dc.type dissertation en_US


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