AdvisorClark, Donald C.
MetadataShow full item record
PublisherThe University of Arizona.
RightsCopyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
AbstractThis case study seeks to understand the implications of Dr. Robert D. Morrow's leadership and management practices and their effects on the direction of Tucson Public Schools. Dr. Morrow was superintendent in Tucson from 1941 through 1968. In the 28 years of his tenure, Tucson grew from a small, provincial town into a major metropolis in the United States southwest. The research on the leadership and management practices of superintendents is limited. This case study reviews these characteristics from a historical standpoint using the scholarly literature of past and current educational leadership and management. The central questions of this research case study are: In what ways did Robert D. Morrow seek to solve problems within a growing school district? What personal and professional leadership style and management ability did Dr. Morrow practice within the context of a growing school district? How did Dr. Morrow address the challenges and responsibilities necessary for a superintendent to move the school district forward in a progressive manner in an expanding city after World War II? The central questions of this research study are supported by a total of six supporting questions. The data presented in chapter four are analyzed using a classification system that segments the data into topics. These topics are grouped into large clusters to form categories. The category of topics creates a systematic process to review and analyze the data across the framework of the design. A leadership matrix was developed to categorize the leadership styles and the questions of the research study. The treated data from the framework of the categories were used to determine which type of leadership style Dr. Morrow used to address the six questions of this study. The conclusions of this study were that Dr. Morrow's leadership was multi-dimensional. He was a decisive leader who applied democratic principles in his relationship with employees, communicated effectively with the governing board and applied his personal sense of morality and fairness to his practices as superintendent. Dr. Morrow was a visionary leader with strong values and defined goals for the school district.
Degree ProgramGraduate College