Abstract:
The Multi-Institutional Study of Leadership Oregon State University Results contains information on the results of a leadership study conducted in the Spring of 2006. The theoretical underpinning of the study was the social change model of leadership. Results contain information on factors believed to influence the development of leadership skills in college students.
Description:
TABLE OF CONTENTS
Page
EXECUTIVE SUMMARY Executive Summary 1 eX
INTRODUCTION AND PURPOSE 1
THEORETICAL AND CONCEPTUAL FRAME OF REFERENCE FOR THE STUDY 1
METHODOLOGY 3
RESULTS 6
Demographic Information 6
Pre-college Experiences with Leadership 14
Experiences with Issues of Diversity 17
Overall Differences between the OSU Random Sample and the OSU Comparator Sample on the Social Change Model of Leadership Values/Constructs 19
Item Level Analysis of the Social Change Model of Leadership Values/
Constructs 20
Relationship of Key Demographic Characteristics to the Social Change Model of Leadership Values/Constructs 28
Relationship of Key Environmental Variables to the Social Change Model of Leadership Values/Constructs 33
OSU Specific Questions 45
SUMMARY AND RECOMMENDATIONS 49
REFERENCES 57
APPENDICES 58
Appendix A—Participating Institutions 58
Appendix B—OSU Specific Questions 60
Appendix C—MLS Survey Instrument 62
Appendix D—Written Comments to OSU-Specific Questions from OSU
Random Sample 68
Appendix E—Written Comments to OSU-Specific Questions from OSU
Comparative Sample 81
Appendix F—Key Demographic Characteristic Tables 88
Appendix G—Key Environmental Variable Tables 98
