There are several essential qualities required for success as a chair of surgery. These include determination and resilience, thoughtful planning, superb organization skills, a balance of hard (accounting, management and finance) and soft skills (interpersonal including faculty development), and careful execution is absolutely essential as is a commitment to maintaining momentum.

There has been a significant amount of research on the impact of stress and job satisfaction amongst employees in a multitude of professional settings, including the criminal justice and higher education field. Yet, information on criminal justice professionals who work in more untraditional types of higher education institutions, such as career colleges, was lacking. The purpose of this quantitative research study was to examine whether there is a significant relationship between stress, job satisfaction, and being employed as a criminal justice department head within a career college institution and compare whether heads of other departments within career college institutions differ in terms of these relationships. Selye's stress model and Spector's model of job satisfaction were used as the theoretical framework. Nonexperimental quantitative survey data were collected from 77 department heads and instructors who worked in career college institutions. Participants were selected using a nonprobability convenience sampling procedure. The data were evaluated using discriminant analysis. The overall results showed no significant differences in the relationship of stress and job satisfaction between criminal justice department heads and instructors and their counterparts in other academic departments. Further in-depth research regarding the individual work-related experiences of these professionals could be beneficial in gaining a holistic understanding of criminal justice professionals who transition to higher education. With more knowledge, employers within this sector of higher education may be able to better evaluate institutional practices and develop more effective intervention and training programs aimed at improving retention and job satisfaction, as well as, igniting a change in the negative image that is often times associated with career college institutions.

Doctor of Philosophy / Curriculum and Instruction Programs / Stephen L. Benton / This study examined relationships between faculty perceptions of their academic department chair’s overall effectiveness and their ratings of his/her personal characteristics and administrative methods. The experimenter analyzed secondary data obtained from the Individual Development and Educational Assessment (IDEA) Center’s Feedback for Department Chairs system. Data came from 604 department chairs and their corresponding 9,125 faculty members across the years 2003 to 2007. Faculty completed the 70-item Faculty Perceptions of Department Head/Chair Survey, and their department chair responded to the 30-item Department Head/Chair Information Form. Exploratory factor analysis (EFA) of department chair ratings revealed three underlying dimensions of administrative responsibilities, ranked in order of importance: Departmental Operations, Faculty Enhancement, and Research and Assessment. EFAs of faculty ratings determined one factor explained the department chair’s personal characteristics—Flexibility/Adaptability—and one factor explained the department chair’s performance of administrative methods—Communication and Coordination. Items with high component matrix coefficients were summed to produce scales with high reliability for each factor. Multiple regression analysis indicated that faculty ratings of the department chair’s Flexibility/Adaptability and Communication and Coordination explained 83% of the variance in their ratings of the department chair’s overall effectiveness (p < .001). Ratings on Communication and Coordination explained the most variance. Faculty ratings of the department chair’s performance of administrative responsibilities also explained 83% of the variance in their ratings of the chair’s overall effectiveness (p < .001). Faculty Enhancement showed the strongest relationship. The findings help to explain the underlying dimensions of the academic department chair’s effectiveness and the role of faculty ratings in evaluation.

Sandstedt, Thomas (2013) – On Recruitment in Academia in the Cases of Department Heads and Research Students   This thesis study how academic and scientific culture act and handle the balance between different interests, demands and preferences and what is considered central and valuable in the leading and managing within universities in Sweden. These are set against each other whenever department heads and research students are to be recruited.  Questions are asked whether procedures come into play when recruiting heads of department, and whether the final choice is determined by regulations and/or academic norms. There has only been marginal research in the field. The recruitment of department heads has not been statutory since 1993, while admission to research studies is regulated in detail.  The study was implemented before the autonomy reform of 2011. Central and local regulatory systems between 1993 and 2011 form the juridical framework of the study.       My frame of reference is a New Institutional Theory approach together with studies of the environment, history and traditions of academia.  The basis of the studied context is the scholarly community of academics.  Demands from government and parliament as expressed in regulatory systems, general guidelines, funding, policies and letters of regulation have also been taken into account within the reference frame.  The empirical material consists of interviews with professors including associate professors conducted in seven universities and eight departments between 2007 and 2009. The results show that there are certain rules of the game that are applied when department heads and research students are being recruited, which give an indication of what is considered valuable for internal management within Swedish universities. The recruitment processes are informal, collegial and institutionalized. When department heads are recruited all colleagues have the possibility to participate, whereas when research students are recruited the group involved is more limited.  In the latter case it is financing as well as the role of the supervisor that seem to play the crucial role in finding the most suitable doctoral student. Internal criteria are reformulated into rules of the game by colleagues and the process is situation-bound. These rules are based on collegial and scholarly interests, demands, norms, traditions and values. Informal criteria offer the opportunity for flexibility and situational adaptation when departments choose their head. These criteria contribute to limiting the number of candidates, which may make it difficult to find the right person. The students admitted to research education are expected to be able to profit by such education and to possess a scientific attitude. These requirements may vary from one admission to another, and the impression is that the circle of potential research students is limited.

The implementation of educational reform in the United Arab Emirates (UAE) imposes a change agent role on secondary school department heads however the assistance-intensive process is inhibited by the current educational structure. As the concept of teacher empowerment becomes accepted, some department heads have the ability to develop a professional learning community while others are unable to do so. The present study considers the present and ideal role of the department head as a change agent facilitating the implementation of educational reform in the UAE. A sequential mixed method mode of inquiry with two phases was employed. In phase one, department heads were profiled from a self, superior and subordinate perspective and a conceptual framework related to patterns of effective change agent behaviour was developed. Findings show that effective change agent characteristics of department heads included priorities related to change implementation and teacher support, a collaborative leadership style, seven strategies related to a participatory, supportive and facilitative approach and ten skills that motivate, energise and encourage teachers. The identification of two ineffective department heads by teacher informants in phase one provided an opportunity to study the work of effective and ineffective department heads as cases in-depth. Case study findings confirm the conceptual framework because effective heads were rated high for all characteristics identified, while ineffective heads were rated low. All department heads accepted the change agent role unofficially with no additional time release, but effective heads took ownership of the process and empowered teachers while ineffective heads provided assistance on request. Effective heads used interpersonal skills and asserted themselves as technical experts while ineffective heads were passive and were considered to be traditional teachers. Strategies and skills employed by effective heads included resource linking, collaborative problem solving, facilitation, support and administration/organisation while ineffective department heads used resolution giving and providing technical assistance. Time constraints, restrictive school schedules and role ambiguity were identified as major impediments to the change agent role of department heads in his study. Nevertheless, the new curriculum is being implemented in all of the departments studied verifying that the department head is an untapped resource in the change process. / Educational Studies / D.Ed (Education Management)

The implementation of educational reform in the United Arab Emirates (UAE) imposes a change agent role on secondary school department heads however the assistance-intensive process is inhibited by the current educational structure. As the concept of teacher empowerment becomes accepted, some department heads have the ability to develop a professional learning community while others are unable to do so. The present study considers the present and ideal role of the department head as a change agent facilitating the implementation of educational reform in the UAE. A sequential mixed method mode of inquiry with two phases was employed. In phase one, department heads were profiled from a self, superior and subordinate perspective and a conceptual framework related to patterns of effective change agent behaviour was developed. Findings show that effective change agent characteristics of department heads included priorities related to change implementation and teacher support, a collaborative leadership style, seven strategies related to a participatory, supportive and facilitative approach and ten skills that motivate, energise and encourage teachers. The identification of two ineffective department heads by teacher informants in phase one provided an opportunity to study the work of effective and ineffective department heads as cases in-depth. Case study findings confirm the conceptual framework because effective heads were rated high for all characteristics identified, while ineffective heads were rated low. All department heads accepted the change agent role unofficially with no additional time release, but effective heads took ownership of the process and empowered teachers while ineffective heads provided assistance on request. Effective heads used interpersonal skills and asserted themselves as technical experts while ineffective heads were passive and were considered to be traditional teachers. Strategies and skills employed by effective heads included resource linking, collaborative problem solving, facilitation, support and administration/organisation while ineffective department heads used resolution giving and providing technical assistance. Time constraints, restrictive school schedules and role ambiguity were identified as major impediments to the change agent role of department heads in his study. Nevertheless, the new curriculum is being implemented in all of the departments studied verifying that the department head is an untapped resource in the change process. / Educational Studies / D.Ed (Education Management)

The purpose of this study was to discover which southern universities have graduate preparatory programs in community college leadership and how, if at all, ethics is addressed in their curricula and in instruction. Surveys were mailed to 38 southern universities located in the Southern Regional Education Board member states. Of the 21 responses received, there were 16 usable responses from universities in these states. Through an examination of databases of Council for the Study of Community Colleges Graduate Studies and the American Association of Community Colleges Leadership Programs for Community College Professionals databases, 38 senior universities were found to have community college leadership programs. State programs were further confirmed through the survey to personnel listed on program websites for the universities. 15 of 16 southern universities responding to the survey item were found to have community college leadership preparatory programs that provide ethics instruction. Although the results of this survey indicate that the majority of the respondents include ethics in their curricula and in instruction, the manner in which they integrate it is varied and shows a lack of consensus among southern universities. Of the institutions that responded, the majority of respondents indicated that ethics instruction is integrated into specific discipline- or department-based courses. Offering ethics in an elective or general core course requirement was noted as a less common approach, but a viable alternative to the specific discipline- or department-based course method. Additionally, several respondents revealed that ethics instruction is institution-wide. This finding, in particular, is hopeful because it suggests that colleges are going beyond the confines of courses and degree programs and making ethics instruction a university priority. A review of the graduate preparatory programs in community college leadership courses, syllabi, and course descriptions revealed that a number of universities often incorporated instruction in ethics-based courses such as Ethical Decision Making or Ethics in the Workplace and Education. Conversely, the majority of the universities in this study addressed ethics through community college leadership core courses to include, but not limited to, The Community College, The History and Philosophy of the Community College, and Legal Aspects of Higher Education.