| Using the methodologies of document analysis and interviewing, this dissertation examines the ways in which leaders at one post secondary educational institution were able to shape internationalization efforts and overcome challenges facing their response to globalization. This qualitative case study utilizes the frameworks of Armstrong (2007) and Bolman and Deal (2003) to analyze the success and methods of leaders at a large land grant institution.Findings include that the major role of leadership at institutions seeking to internationalize is changing the culture of the institution. The leaders in this study did so through reframing the institutional mission, building constituent support, and creating and supporting internationalization initiatives. Major challenges faced by the institution included organizational agility in responding to issues abroad, building constituent support, and managing the tension between institutional quality and responding to the specific needs of communities and individuals abroad. The leadership was found to utilize all four frames presented by Bolman and Deal (2003), and to engage in the process of reframing suggested by the same authors. Additionally, the institution was found to transcend many of the challenges related to internationalization that face other educational institutions, as suggested by Armstrong (2007). |
