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Leadership as a concept has been an area of significance for several decades. While the contribution of research to leadership concept in the industry has been substantial the same cannot be claimed with regard to the Higher Education Institutions (HEIs). There is a paucity of research studies in the context of HEIs, particularly in regard to business schools. Deans of business schools were hardly the subject of research in the leadership literature till recently. But with collapsing business empires in the last decade (for instance Lehman Brothers), business school deanship came under scrutiny as the leaders in those business empires that collapsed were graduates of renowned business schools. The review of the literature with respect to challenges affecting HEI and business school leadership threw up many challenges. The challenges investigated were leadership styles, leadership practice, leadership effectiveness, decision quality, follower commitment, follower satisfaction, management style, organisational setting and orgaisational culture. Each challenge was assumed as a factor affecting deans of business schools as leaders. The review of the literature provided the theoretical basis for determining the nature of each factor. Leadership style was defined as the independent variable influencing leadership practice. Five leadership styles namely transactional, transformational, laissez-faire, democratic and autocratic leadership styles were made as independent variables to determine leadership practice. Leadership practice was identified as the independent variable influencing leadership effectiveness although the relationship between leadership practice and leadership effectiveness was supposed to be influenced by mediating factors namely decision quality of deans of business school, follower satisfaction and follower commitment. Academic and administrative staff were considered as the followers. Management style and organisational setting were considered as moderating variables of leadership practice of deans of business schools. Oraganisational structure was used to represent organisational setting as the variable. Organisational culture was used as the control variable. The theoretical framework was drawn to represent the linkage between the factors. The model developed was supported by already established theories that were tested for reliability and validity. The leadership style and leadership effectiveness models were developed which was the focus of this research. Leadership style-leadership practice linkage provided the theoretical framework to determine the style practised by the deans. Leadership practiceleadership effectiveness linkage mediated by decision quality, follower commitment and follower satisfaction provided the theoretical framework to determine the leadership effectiveness. Survey questionnaire was the method used to collect data. The questionnaire was sent to 600 academic and administrative staff members of business schools from eight different countries. The results showed that the transactional leadership style was the leadership style practised by the deans of the business schools. Other findings were as follows. That transactional leadership indirectly but positively influenced the leadership effectiveness of deans through decision quality and follower satisfaction. The mediation of the transactional leadership practice-leadership effectiveness linkage by decision quality and follower satisfaction was significant and in the positive direction. Management style and organisational structure were found to act as moderating variables of transactional leadership practice of deans positively. Transformational, laissez-faire, democratic and autocratic leadership styles were found to have significant and positive correlation with transactional leadership style implying that these four styles could moderate the transactional leadership style-leadership practice linkage. The study offers insights into how deans of business schools might develop their leadership attributes either by enhancing their transactional leadership style or changing their style or combining different styles to suit the situation.

Student Number : 0106532X - PhD thesis - School of Education - Faculty of Humanities / Managerialism and collegiality are employed in this thesis as constructs through which to make sense of the changing nature of management in a South African university. The rise and dominance of the managerialism discourse is examined with respect to organisational change and restructuring. As principally a qualitative research project, a single case study of the University of the Witwatersrand (Wits) is investigated using interviews, documentary analysis and focus group discussions as the main sources of data from 2001 to 2004. The study is exploratory and strives to establish how and why management has changed. It does so by investigating the underpinning changes in the organisational regime and the different levels of management; the role of the Senior Executive Team, the changing nature of the deanship and the head of school position as a consequence of the merger of departments and the creation of a school structure. Although management in higher education is recognised as having existed for as long as the establishments themselves, the thesis is concerned with the changes in power and authority of academic leaders, the struggle with their ‘lived’ tension between academic leadership or collegiality and managerialism and the implications of this for academic practice. The thesis illustrates that changes in management at Wits demonstrate efforts towards an era of post-managerialism, in this specific case best described as ‘contrived collegial managerialism’. The concept of ‘contrived collegial managerialism’ refers to how the domination of managerial practices from above has altered collegial relations from below. This has resulted in the weakening of academic leadership with profound implications for academic work and practice. Only through strengthened academic leadership at the different levels of university management and primarily school and disciplinary levels, can the university survive the indignities of the increasing corporatisation of its strategies, processes and management practices which constrain the opportunities for meaningful engagement and development of intellectual projects. It is only at disciplinary level, through strengthening the position of heads of department as academic leaders, that collegial relations can be developed and pressure towards upward accountability structures counteracted. Without this, the university risks being consumed by corporate practices at the expense of its unique quality and contribution to society, academic and intellectual advancement.

The purpose of this study was to determine how deans of colleges within the state-supported, four-year universities in Texas use accounting information to allocate and control resources dedicated to faculty salaries, departmental operating expense, and instructional administration expense. Conclusions: 1. Communication is better between deans and financial officers at small universities than at large universities. 2. The relationship between line and staff appears to be misunderstood at several large universities. 3. Ten per cent of the deans at large universities and 2 per cent at small universities do not receive financial reports. 4. The financial reports, if comparative, usually compare year-to-date actual amounts with annual planned amounts. 5. Some of the deans keep their own set of financial records. 6. Deans are cost conscious and aware of the state formulas used in the state appropriation. 7. Many deans are frustrated and angry. 8. Most deans participate extensively in budgeting faculty salaries and departmental operating expense but 20 per cent do not participate in planning of instructional administration expense.

Thesis (doctoral)--Rijksuniversiteit te Utrecht. / "Stellingen": 2 leaves inserted. Extra t.p. with thesis statement inserted. Summary in French and German. Includes bibliographical references (p. [8]-15) and index.

The purpose of this study was to determine the effects of Responsibility Centre Budgeting/Responsibility Centre Management (RCB/RCM) on the role of academic deans in a public university. A model was developed in the study, incorporating the traditional role of deans, the components of a responsibility centre budge, and current management theories. Using this model, a new dimension of the deans' decisional role emerged. The increased decision-making is characterized and bound by issues of autonomy, accountability, communication, and contingent factors. The research implies that the deans studied in this particular RCB/RCM system carry out roles similar to those of general managers in the for-profit sector. An implication for academics holding this expanded role is that knowledge and/or training in RCB/RCM systems is required. Additionally, workload generated by this type of system, and the accountability it imparts on deans, necessitates the assistance of individuals trained in budget preparation. / xi, 140 leaves ; 28 cm.

The problem of this study was to determine the nature of the perceptions of leadership behavior held by deans and directors of student development/student personnel services in Texas community/junior colleges. The directors were further identified as directors of counseling and guidance, student activities, admissions and records, financial aid, job placement, and health services. Deans and directors from all Texas community/junior colleges constituted the population for this group and were selected from college catalogs and a professional directory. Ranking and correlation techniques were used in the statistical analysis of data. Results indicated that leadership behaviors exist which are common to the field of student development/student personnel services, and that jurors generally agreed with deans and directors on those leadership behaviors which they perceived to be the most and least important to leadership. In addition, deans and directors agreed on those behaviors which they perceived to be the most and least important to leadership in their position and area of responsibility. Data revealed that deans and directors placed a high priority on collaborative-interactive type behaviors and a low priority on administrative-related behaviors.

Leadership is a problematic topic at universities and it is therefore difficult to isolate a leadership theory that is applicable to Heads of Department (HODs). The manner in which HODs construe their leadership roles is the focus of this research project and the study is conducted from a constructivist perspective The university context in which HODs lead is explored in the literature overview. Definitions of leadership, general leadership theories and leadership issues in academe are investigated. The research findings are integrated into a leadership model for HODs, consisting of constructs (leadership behaviours, actions and values) and elements (leadership situations). The following contributions are made by the study: * The variety roles an HOD has to fulfil is confirmed by the study. However, this study indicates that leadership is interwoven with everything an HOD undertakes. * HODs construct their roles uniquely, but in general terms most HODs consider academic and scholarly work (own and that of the department) as part of the leadership role they fulfil. Leadership at HOD level at university incorporates both managerial and leadership ideas. * HODs consider their leadership environment to have qualities of the following known university environments: collegial, enterprise, bureaucratic and corporate. * This study identifies eight leadership themes with reference to the leadership role of an HOD at university; providing academic guidance, being a figurehead, determining the strategy and positioning the department, liaising with internal and external stakeholders, being a change agent, being a general manager, and being involved in student and staff relations. The following leadership themes can be added to the current body of literature: being a figurehead, own scholarly profile, as well as being involved in staff and student relations. Leadership at academic departments is at the heart of everything in which an HOD is involved. Leadership is thus becoming indispensable at academic departments at university. / Industrial & Organisational Psychology) / D. Com. (Consulting Psychology)

Made available in DSpace on 2016-03-15T19:25:53Z (GMT). No. of bitstreams: 1 Cristiane Gomes de Carvalho Fontana.pdf: 1000696 bytes, checksum: 8345609c2a95280c9ebf3af8b3187574 (MD5) Previous issue date: 2012-03-01 / Fundo Mackenzie de Pesquisa / This research had as an objective to understand the learning process of associate deans in private institutions of tertiary education. It has attempted to identify and interpret the main dimensions of the action of this professional and compare his learning process in different environment universities and colleges. The study leaned on, above all, discussions about formal and informal learning and the learning that happens at work. In the study of the literature, the scenario of institutions of tertiary education in Brazil was presented to contextualize them. The discussions about the dimensions of the action of the associate deans were also presented. It has been conducted a basic qualitative interpretative study with eight associate deans in Administration. The main strategy used for the collection of data was the semi-structured interview, however, the informal observation on the workplace and the consultation to the sites of the institutions involved also complemented the analysis. The results show that the deans learn the dimension of the team work, political dimension,technical dimension and critical-reflexive dimension, mainly, through informal practices, standing out the interactions that happen in the institutions, the experiences obtained throughout the professional career and in the practice of his work. It has found out that the different environment influence what (content) and how (process) they learn. The lack of sponsorship to programs designed to build up capacity and the excess load of work were some of the factors identified and considered obstacles in the learning process of these deans. / Esta pesquisa teve como objetivo compreender o processo de aprendizagem de coordenadores de cursos de graduação em Administração inseridos em Instituições de Ensino Superior Privadas. Procurou-se identificar e interpretar as principais dimensões da ação desse profissional e comparar seu processo de aprendizagem em diferentes ambientes universidades e faculdades. O estudo apoiou-se, sobretudo, nas discussões sobre a aprendizagem formal e informal e a aprendizagem que ocorre no trabalho. Na revisão da literatura foram apresentados o cenário das instituições de ensino superior no Brasil procurando contextualizá-las e as discussões sobre as dimensões da ação do coordenador de curso. Foi conduzido um estudo qualitativo interpretativo básico com oito coordenadores de cursos de graduação em Administração. A estratégia fundamental utilizada para a coleta de dados foi a entrevista semiestruturada, no entanto, a observação informal dos locais de trabalho e a consulta aos sites das instituições envolvidas também complementaram as análises. Os resultados mostram que os coordenadores aprendem a dimensão do trabalho coletivo, dimensão política, dimensão técnica e dimensão crítico-reflexiva, principalmente, por meio de práticas informais, destacando-se as interações que ocorrem nas instituições, as experiências obtidas no decorrer da carreira profissional e no exercício de seu trabalho. Constatou-se ainda que os diferentes ambientes (Universidade x Faculdade) influenciam o que (conteúdo) e como (processo) aprendem. O pouco patrocínio a programas de capacitação e a sobrecarga de trabalho foram alguns dos fatores identificados e considerados obstáculos no processo de aprendizagem desses coordenadores.

Leadership is a problematic topic at universities and it is therefore difficult to isolate a leadership theory that is applicable to Heads of Department (HODs). The manner in which HODs construe their leadership roles is the focus of this research project and the study is conducted from a constructivist perspective The university context in which HODs lead is explored in the literature overview. Definitions of leadership, general leadership theories and leadership issues in academe are investigated. The research findings are integrated into a leadership model for HODs, consisting of constructs (leadership behaviours, actions and values) and elements (leadership situations). The following contributions are made by the study: * The variety roles an HOD has to fulfil is confirmed by the study. However, this study indicates that leadership is interwoven with everything an HOD undertakes. * HODs construct their roles uniquely, but in general terms most HODs consider academic and scholarly work (own and that of the department) as part of the leadership role they fulfil. Leadership at HOD level at university incorporates both managerial and leadership ideas. * HODs consider their leadership environment to have qualities of the following known university environments: collegial, enterprise, bureaucratic and corporate. * This study identifies eight leadership themes with reference to the leadership role of an HOD at university; providing academic guidance, being a figurehead, determining the strategy and positioning the department, liaising with internal and external stakeholders, being a change agent, being a general manager, and being involved in student and staff relations. The following leadership themes can be added to the current body of literature: being a figurehead, own scholarly profile, as well as being involved in staff and student relations. Leadership at academic departments is at the heart of everything in which an HOD is involved. Leadership is thus becoming indispensable at academic departments at university. / Industrial and Organisational Psychology) / D. Com. (Consulting Psychology)