The problem with which this study is concerned is to compare the perceptions and expectations of the deans, chairpersons, and faculty members regarding the leadership behavior of academic department chairpersons at Silpakorn University in Thailand. The Leader Behavior Description Questionnaire (LBDQ) was employed to assess the leadership behavior of the academic department chairpersons in terms of initiating structure and consideration. The populations included 6 deans, 31 chairpersons, and 255 faculty members who were employed at Silpakorn University during the 1982-1983 school year.

This study identified and compared the perceptions of department chairpersons and their principals about what responsibilities should be assigned to chairpersons, what responsibilities are currently assigned to chairpersons, and the chairperson' perceived need for any additional training, administrative support, departmental support, or released time in order to fulfill responsibilities currently assigned. Principals and chairpersons from 132 of the 264 5-A public high schools in Texas were surveyed by means of a 61- item questionnaire. The questionnaire included responsibilities in ten areas: planning, evaluation, budgeting, personnel, curriculum and instruction, communications, scheduling, clerical activities, supervision, and advising. Chairpersons from English, Foreign Languages, Mathematics, Physical Education, Science, and Social Studies were included in the study. Data collected in the study were keypunched and computer-processed, generating frequencies, percentages, means, and appropriate chi-square tests of independence, and probability factors for determining significance. The following conclusions were drawn from the study. 1. There is substantial agreement between Texas principals and chairpersons about responsibilities that should and should not be assigned to chairpersons in the areas of planning, budgeting, communications, and advising. 2. There is moderate to substantial disagreement . between Texas principals and chairpersons about responsibilities that should and should not be assigned in the areas of evaluation, personnel, curriculum and instruction, and scheduling. 3. There is a general difference perceived by chairpersons in the study between what they think they should be doing as chairpersons and what they are currently assigned to do. 4. There is general agreement among chairpersons from different disciplines about responsibilities that should and should not be assigned to chairpersons in the areas of planning, budgeting, personnel, and advising. 5. Texas chairpersons perceive a greater need for administrative and departmental support than for additional training. 6. Texas department chairpersons perceive responsibilities in the area of evaluation as those for which they need the highest levels of support.

The problem of this study was to identify a means for improving the administration of curriculum and instruction by exploring the utilization of leadership personnel in addition to the principal. This study focused on the determination of the responsibilities that should be delegated chairpersons and the degree of autonomy that should be associated with each responsibility. Major implications were as follows. 1) Job descriptions should be developed for department chairpersons listing responsibilities and specifying guidelines within which department chairpersons should function. 2) Effective communication channels must exist between principals and department chairpersons and between department chairpersons and teachers to insure that department chairpersons perform their duties in accordance with the will of the principal. Teachers must understand the position of department chairperson for optimum use of the departmental organization. 3) Another implication is that department chairpersons should be provided in-service training to assist them with understanding and fulfilling their responsibilities . Additionally, evaluation procedures should be developed based on assigned responsibilities to provide a means of improving effectiveness. 4) A major implication is that by effectively utilizing department chairpersons, principals will experience some relief and assistance . This would allow principals to function more effectively in supervising the instructional program and accomplishing other administrative duties.