EMERGING LEADERSHIP PRACTICES AND SHARED ORGANIZATIONAL CULTURE AMONG STATE UNIVERSITY X COLLEGES: INPUT TO THE DEVELOPMENT OF A SCHOOL MANAGEMENT MANUAL

This study assessed the emerging leadership practices and shared organizational culture among colleges of State University X as basis for a School Management Manual. The emerging leadership practices of State University X college deans were assessed using Smith and Bosner’s (2010) Leadership Practices Inventory based on the following strands: fostering collaborative culture; accessing and using research; professional learning and continuous improvement; improvements in instruction and student learning; use of assessments and data for school improvement; outreach and collaboration with stakeholders; and advocating student learning and the profession. The shared organizational culture of State University X colleges was coded and analyzed in terms of artifacts, espoused values, and basic underlying assumptions. The study employed both qualitative and quantitative approaches. Survey and interview were done to gather relevant data from college deans, teaching staff and students of each college. Findings revealed that the deans are found to be role models as they effectively communicate and respond to the organization’s demands to achieve a common goal. The deans facilitate faculty’s professional learning by providing them opportunities for furtherance of their competencies. Substantial communication is realized through understanding and embracing diversity while rituals and ceremonies are regularly observed. Marks of identity are physical structures, visual symbols, and emblems which make the colleges distinct from each other. A sense of professionalism is exhibited among the deans and constituents in line with the promotion of shared beliefs. Also, the vision and mission of the organization reflects the aspirations of the college while high organizational productivity and morale is maintained to complete any task.