describes the systems and processes used to ensure higher Quality assurance education quality. refers to making evidence clear, concise, easy to locate, and Transparency relevant to the stakeholders. Chapter Two Review of the Literature This chapter begins with the topic of organizational culture theory with a focus on work. As an organic element, organizational culture is reviewed as affected by Schein’s leadership and then through the relationships organizations have with national culture. This includes a description of the changing demands, interests, and needs of higher education institutions to produce evidence to meet national expectations and how this has led many colleges and universities to become more focused on the heightened accountability movement. It then defines and discusses distributive leadership as identified by Spillane. Finally, there is a discussion principles on how about Suskie’s organizations can develop cultures centered on evidence, what responsive organizations do to meet the demand for higher accountability measures, and how leaders can enhance a culture of evidence. In a 2013 review of empirical literature on Leadership and organizational culture. leadership and organizational culture by Schneider, Ehreart, and Macey, 2010 Schein’s work has been cited as the most common source for organizational assumptions and values. His culture-embedded mechanisms describe what leaders do to articulate their
Quality assurance describes the systems and processes used to ensure higher education quality. Transparency refers to making evidence clear, concise, easy to locate, and relevant to the stakeholders. Chapter Two Review of the Literature This chapter begins with the topic of organizational culture theory with a focus on Schein’s work. As an organic element, organizational culture is reviewed as affected by leadership and then through the relationships organizations have with national culture. This includes a description of the changing demands, interests, and needs of higher education institutions to produce evidence to meet national expectations and how this has led many colleges and universities to become more focused on the heightened accountability movement. It then defines and discusses distributive leadership as identified by Spillane. Finally, there is a discussion about Suskie’s principles on how organizations can develop cultures centered on evidence, what responsive organizations do to meet the demand for higher accountability measures, and how leaders can enhance a culture of evidence. Leadership and organizational culture. In a 2013 review of empirical literature on leadership and organizational culture by Schneider, Ehreart, and Macey, Schein’s 2010 work has been cited as the most common source for organizational assumptions and values. His culture-embedded mechanisms describe what leaders do to articulate their
FINAL_JSnyder-09-19-16.docx