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dc.contributor.authorRoberts, Alison C.
dc.contributor.otherBaker, Cheryl B.
dc.contributor.otherMcCormack, Philip
dc.date.accessioned2020-12-08T16:14:30Z
dc.date.available2020-12-08T16:14:30Z
dc.date.issued12/10/2019
dc.identifierpsu-etd-159
dc.identifier.urihttps://summit.plymouth.edu/handle/20.500.12774/330
dc.descriptionThe purpose of this sequential exploratory mixed-methods study was to explore the possible misalignment between the job expectations and the actual work of assistant principals (AP) in New Hampshire (NH), through the lens of leadership theory. Data from the quantitative Phase I addressed the research question, What is the alignment or misalignment, determined by ranking, of what NH APs anticipated their duties would be and the duties they actually perform? Sixty NH APs completed the survey. Spearman's rank order coefficient was calculated to analyze Phase I data and resulted in a correlation coefficient value of .633. This value indicates that there is a measure of misalignment. Data was gathered in the qualitative Phase II and answered the remaining two research questions: How do current public school assistant principals in NH describe the alignment or misalignment between what they anticipated their duties would be and the actual duties they perform? How do current public school assistant principals in NH relate leadership theories to the alignment or misalignment between what they anticipated their duties would be and the actual duties they perform? New Hampshire APs reported that, although they view the role of the AP as primarily transactional in nature, they strive to incorporate transformational leadership whenever possible. Assistant principals also expressed their hope and belief that those serving in the role be granted increased decision-making authority, autonomy, in order to better meet the goals of the organization.
dc.description.abstractElectronic Thesis or Dissertation
dc.language.isoen_US
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/
dc.titleTheory to practice: exploring the possible misalignment between job expectations and the actual work of the assistant principal through the lens of leadership theory
dc.typetext
dc.typeelectronic thesis or dissertation
dc.contributor.chairSweeney, Christie L.
dc.identifier.legacyhttps://digitalcommons.plymouth.edu/etd/159
etdms.degree.disciplineDepartment of Educational Leadership, Learning, and Curriculum
etdms.degree.grantorPlymouth State University
etdms.degree.leveldoctoral
etdms.degree.nameDoctor of Education in Learning, Leadership, and Community


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