The purpose of this study was to determine whether similarities exist in the perceptions of the roles of academic deans in community colleges. This study attempted to determine whether role expectations and perceptions reflected separate and distinct relationships, or if administrative patterns reflected an overlapping of responsibilities.

Over the years, the academic dean position has evolved from mainly focusing on student matters to an emphasis on promoting quality teaching and academic programs. The dean’s role is comprised of academic and administrative duties and responsibilities, requiring working with various stakeholders. The complexities associated with reduced budgets, increased enrollment demands, guarantee of quality education, and expectations from the private and public sectors create a perennial need for strong, competent leaders. Attributes for those in the dean’s position have been described as being able to keep peace among various groups with competing priorities. Other abilities address the many internal and external pressures confronting the position, and the need to motivate, plan, and establish a shared vision for the college. Research has found academic deans traditionally advance from faculty to administration with few opportunities to train for the administrative leadership aspect, having trained and oriented predominately for academic careers in scholarship and teaching. In the absence of administrative training, academic deans have found they lack the breadth and depth of administrative leadership practices. This research study examined the essential administrative competencies and preferred professional development method for academic deans responsible for discipline-specific colleges within the California State University (CSU) system. The study employed a mixed methods research design for the collection and analysis of quantitative and qualitative data. The findings from the surveys and interviews revealed significant results for identifying essential administrative competencies, and preferred professional development methods for effective academic deans. A common theme that emerged was that their prior academic training and experience did not provide a significant amount of transferable skills. Interview results described serving on committees, working with mentors, training with immediate supervisors, and attending professional development programs as the methods selected for administrative development. Survey results identified hands-on experience, and attending seminars as the most preferred professional development methods for the majority of administrative competencies.

The purpose of this study was to examine the impact of disciplinary background on the leadership styles of academic deans. The researcher conducted a nation-wide survey of academic deans from a wide range of disciplines. Specifically, the study sought to determine whether the disciplinary backgrounds of university deans are reflected in their self-reported actions, decision-making, and role perceptions. Subjects’ disciplines were categorized according to high-consensus and low-consensus fields as well as the pure/applied dichotomy. Four dimensions of organizational leadership (bureaucratic, collegial, political and symbolic) were utilized to define the subjects’ potential cognitive frames. The subjects’ use of cognitive frames were classified into predominantly single-, paired-, or multi-framed approaches. Descriptive statistics, mean comparisons, and logistic regression were utilized to analyze the behaviors and motivations of subjects in the study.

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The purpose of this study was to examine how academic deans perceived the characteristics of facility built environment and its impact on learning in higher education. Q methodology was used as the means to explore the subjective opinions of academic deans within the State of Florida regarding the facility built environment’s impact on learning in higher education. For this Q study, the concourse statements were the result of communications taken from the subject literature and participant responses to this study’s online concourse questionnaire. The resulting 32 item Q sample was sorted online by 43 academic deans, associate and assistant deans. In completing the survey, the participants ranked statements representative of the characteristics of facility built environment according to their own beliefs and subjective opinions. From the resulting data and subsequent analysis, three distinct factors emerged that represented the collective opinions of this study’s participants. The emergent factors for this study were named Traditionalist – Focused on Functionality and Universal Rationality; Modernist – Technology Conscious Seeking Innovation and Flexibility; and Abstractionist – Contextual and Expressive.