This thesis examines the managerial roles of the academic deans in Canadian universities, particularly in the province of Ontario. It is important to study the roles of the academic deans since they are pivotal to any higher education institution’s success. Research indicates that organizational performances are very much influenced by what happens in the middle of organizations rather than at the top. (Currie and Procter, 2005) As middle managers, deans are compelled to manage both people and results, while providing vital links to the organization when translating top-level directives of the upper management – president, vice-president academic etc. - into operational plans that need to be understood and implemented by the departmental chairs and program coordinators. Understanding the roles of the academic deans within the context of new public management ideologies will help to increase our understanding about how universities are run and what challenges are presently being faced. The study involved participants from 15 Ontario universities. An online survey has been used in order to collect the data. The response rate was 39%, 41 academic deans out of 105 provided their input between May –July 2009. The data collected was subjected to a quantitative analysis which included descriptive statistics and correlation analysis. The findings confirmed the fact that the role of the academic dean has become more managerial in nature as Canadian universities are moving more towards a managed professional public organization model.

This thesis examines the managerial roles of the academic deans in Canadian universities, particularly in the province of Ontario. It is important to study the roles of the academic deans since they are pivotal to any higher education institution’s success. Research indicates that organizational performances are very much influenced by what happens in the middle of organizations rather than at the top. (Currie and Procter, 2005) As middle managers, deans are compelled to manage both people and results, while providing vital links to the organization when translating top-level directives of the upper management – president, vice-president academic etc. - into operational plans that need to be understood and implemented by the departmental chairs and program coordinators. Understanding the roles of the academic deans within the context of new public management ideologies will help to increase our understanding about how universities are run and what challenges are presently being faced. The study involved participants from 15 Ontario universities. An online survey has been used in order to collect the data. The response rate was 39%, 41 academic deans out of 105 provided their input between May –July 2009. The data collected was subjected to a quantitative analysis which included descriptive statistics and correlation analysis. The findings confirmed the fact that the role of the academic dean has become more managerial in nature as Canadian universities are moving more towards a managed professional public organization model.

The purpose of this study was to determine changes in practices and beliefs which would be needed by certain academic deans to provide a sound program for the improvement of college instruction.

Between 2011 and 2016, 84% of senior leaders in community colleges indicated retirement intentions and thereby exposed a need to provide better mentorship, training, and early selection of potential replacements for college executives. The purpose of this study was to determine the nature and extent of the relationships between the independent variables (mentorship, leadership training, and time in the position as dean) and the dependent variable (demonstrated leadership of academic deans in community colleges). A popular approach that describes this dynamic is Graen and Uhl-Bien's leader–member exchange theory, which was operationalized by the LMX–7 instrument. A causal–comparative design was used to assess the effects of deans' time in the position, previous mentorship, and leadership training on their LMX scores. I sent the LMX–7 to academic deans and faculty members at 1,641 of the 1,655 community colleges in the United States. Responses were received from 45 academic deans and 508 faculty members. A linear regression showed no significant correlations between the deans' leadership training, mentorship, or time in the position as academic dean and the LMX–7 score reported by their faculty. On the other hand, the findings showed that LMX scores generally were lower than was expected and suggested that gender equality may be an issue during the selection process for deans. These findings may lead to a better understanding of leadership at the community college level, the potential for beneficial research into gender inequality during dean selection, and a deeper understanding of the effect that previous leadership training, mentorship, and time as a dean have on the dean's relationship with faculty.