The Inclusion Model: Leaders' Perception of the Inclusion Model - A Qualitative Study
Abstract
This qualitative study is designed to further understand how leaders expand their leadership in an organization that is changing demographics. The purpose of this study will be used to build on the educational organizational design of the Inclusion Model research that is continuing to evolve at Texas A&M University. Findings from the previous studies designed by Dr. Jean A. Madsen and her research team are centered on four key areas of leadership. (1) The leader’s ability to understand his or her own cultural identity; (2) the leader’s ability to create organizational direction based on the needs of the changing diverse demographics; (3) the leader’s ability to create integrated networks and interpersonal cooperation amongst the school participants; and finally (4) the leader’s ability to establish organizational structures that meets the needs of a changing demographic.
Educational leaders in a district in Texas were interviewed with questions from the four key areas of leadership. Researchers used specific questions to understand how leaders adjust and adapt to provide an inclusive environment for organizations in which the student demographic is continuously changing. Answers were categorized into themes to develop a conclusion regarding leadership for inclusive organizations.
Citation
Dixon, Nkrumah Henry (2018). The Inclusion Model: Leaders' Perception of the Inclusion Model - A Qualitative Study. Doctoral dissertation, Texas A & M University. Available electronically from https : / /hdl .handle .net /1969 .1 /174162.