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Publication date: 7 October 2019

Thomas G. Noland, Shawn Mauldin and Robert L. Braun

The purpose of this study is twofold. The first purpose is to inform faculty who are thinking of becoming a department head about the challenges they face if they choose to pursue…

Abstract

The purpose of this study is twofold. The first purpose is to inform faculty who are thinking of becoming a department head about the challenges they face if they choose to pursue a department head opportunity. The second purpose is to provide insight into the leadership of the accounting departments by looking at various workload aspects of department heads. The authors surveyed accounting department heads from programs with the Association to Advance Collegiate Schools of Business (AACSB) accounting accreditation, AACSB business only accreditation, and non-AACSB accreditation. Surveys were sent to 918 individuals listed as the leader of an accounting program in the 2016–2017 Hasselback Accounting Directory with 144 individuals responding (15.7% response rate). In addition to the workload of the department head in the areas of teaching, research, and service, the study analyzed the major challenges and difficulties the department head faces. The study also sought responses from survey participants on additional issues such as the benefits of AACSB accreditation and compensation.

Article
Publication date: 1 June 1996

David R. Jones and Edward A. Holdaway

Describes a study which examined expectations for academic leadership of, and sharing of authority by, departmental heads in a community college, a technical institute, and a…

775

Abstract

Describes a study which examined expectations for academic leadership of, and sharing of authority by, departmental heads in a community college, a technical institute, and a university in Alberta, Canada. Information was obtained from questionnaires completed by 20 deans, 123 incumbent department heads, and 17 faculty association executive members; and also from interviews with 17 department heads and three senior administrators. Several substantial differences were noted in the information provided by respondents classified by position and type of institution.

Details

International Journal of Educational Management, vol. 10 no. 3
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 1 February 2002

Marie Brown, Bill Boyle and Trudy Boyle

Reviews current thinking about the professional development and management training needs of heads of department in secondary schools and argues for the inadequacy of some of the…

2219

Abstract

Reviews current thinking about the professional development and management training needs of heads of department in secondary schools and argues for the inadequacy of some of the “front‐end” models of professional development and training currently in use. The results of a survey of 21 schools in the UK showed that, although the assumption is often held that heads of department are appointed because they already possess the knowledge and skills to undertake the role effectively, this is not always the case. The plethora of training needs identified conveys a sense of frustration of most of the interviewees with their lack of opportunity to contribute effectively to whole‐school decision‐making and development planning. Argues for the possibility of developing more appropriate forms of professional development and training which would incorporate the notions of school‐based research and collegial reflective practice within learning organisations.

Details

Journal of Educational Administration, vol. 40 no. 1
Type: Research Article
ISSN: 0957-8234

Keywords

Open Access
Article
Publication date: 19 June 2019

Robert Rybnicek, Karl-Heinz Leitner, Lisa Baumgartner and Julia Plakolm

The purpose of this paper is to identify whether the prior industry experience (IE) or industry leadership experience (ILE) of the head might influence the department’s…

2108

Abstract

Purpose

The purpose of this paper is to identify whether the prior industry experience (IE) or industry leadership experience (ILE) of the head might influence the department’s publication output, the ability to acquire external research funds or its entrepreneurial activities (e.g. the commercialization of research results through patents).

Design/methodology/approach

The study is based on data from 208 Austrian university departments and combines data from different sources (CVs of the heads of departments, commercial register, funding data and publication data).

Findings

The results show a positive relationship between ILE and the patent output of the departments as one indicator for the commercialization of research activities. Low positive effects of IE on the extent of third-party funding were also found. Furthermore, the scientific experience of the head of department has a positive influence on the publication output of the whole department.

Practical implications

The findings suggest that the scientific ability of researchers should be key when selecting the head of a department, due to the fact that scientific performance is still essential for most of these units. However, when universities seek to focus more strongly on other, for example, entrepreneurial activities, then additional competencies come into play. As the actual focus of universities is currently subject to change, former IE and ILE will become increasingly more important and the heads of departments will play a decisive role in the transition toward becoming an entrepreneurial university. Therefore, universities are well advised to integrate these experiences in the job specifications and to establish processes that facilitate the change from an industrial to a university job or which allow “double lives” in university and industry.

Originality/value

Previous studies have mostly investigated the role of the scientific experience of academic leaders in the research performance of their institution in later decades. This study examines the actual relevance of previous entrepreneurial experiences of heads of departments to the departments’ research performance, the ability to acquire external research funds or their entrepreneurial activities.

Details

Management Decision, vol. 57 no. 12
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 June 1999

Michael P. Jackson

The increasing scrutiny of universities has led to increasing pressure on heads of department to deliver increased performance. This paper presents 14 case studies from UK…

1443

Abstract

The increasing scrutiny of universities has led to increasing pressure on heads of department to deliver increased performance. This paper presents 14 case studies from UK institutions examining in detail and in context how heads of department manage performance. It establishes that heads of department have often struggled due to a lack of options and possibilities to influence performance and a lack of management training to help them achieve it. The paper concludes that the real problem facing universities in this area arises from the fact that the change in role of head of department has not been thought through but has been a reaction to external pressure, leading to ambiguity and confusion.

Details

International Journal of Educational Management, vol. 13 no. 3
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 13 April 2015

Svein Møthe, Brit Olaug Bolken Ballangrud and Bjørn Stensaker

– The purpose of this paper is to analyze how appointed leaders in Norwegian higher education perceive their role and influence, and their discretion as academic leaders.

Abstract

Purpose

The purpose of this paper is to analyze how appointed leaders in Norwegian higher education perceive their role and influence, and their discretion as academic leaders.

Design/methodology/approach

The paper applies strategic, cultural and political perspectives on leadership to investigate the understanding and perceptions held by academic leaders regarding their own work. The study applied a qualitative strategy based on a cross-sectional design. The findings are based on semi-structured interviews with 18 purposefully selected academic leaders.

Findings

The findings reveal that appointed academic leaders are struggling with traditions and cultures and current governing structures and funding mechanisms on the other. The paper argues that this dilemma limits the potential for academic leaders to instigate change and that leadership perhaps has been overemphasized as a factor driving transformation of higher education.

Originality/value

The paper suggests the heated debates in Norway about whether academic leaders should be elected or appointed has limited relevance for understanding how academic leadership is performed in the actual daily work of leaders. The paper suggest that the current interest in selection of leaders perhaps should be downplayed in favor of a perspective focussing on the cultural factors framing current leadership practices.

Details

International Journal of Educational Management, vol. 29 no. 3
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 23 July 2020

Myroslava Hladchenko and Martin Benninghoff

This article aims to explore the implications of means–ends decoupling at the state level for the implementation of the global model of the research university by the deans and…

Abstract

Purpose

This article aims to explore the implications of means–ends decoupling at the state level for the implementation of the global model of the research university by the deans and department heads. Means–ends decoupling at the state level implies that the policies and practices of the state are disconnected from its core goal of creating public welfare.

Design/methodology/approach

Data that form the basis of analysis were collected through twenty-four semi-structured interviews with deans and department heads from the humanities, social sciences and natural sciences who were in their positions during 2010–2014, at two Ukrainian universities.

Findings

Apart from means–ends decoupling at the state level, which resulted in institutional complexity, case universities also sustained means–ends decoupling at the organisational level, which led to cultural complexity. Institutional and cultural complexities experienced by the deans and department heads, as well as their practices and values deviated from the global model of the research university, entailed them sustaining means–ends decoupling at the individual level. The degree of means–ends decoupling maintained by the deans and department heads at the individual level varied depending on organisational, disciplinary and individual cultural dimensions.

Originality/value

This research contributes to the policy development and implementation studies highlighting how mismatches in policies at both state and organisational levels hinder the achievement of the intended outcomes.

Details

International Journal of Educational Management, vol. 34 no. 10
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 1 January 1986

A. O'NEILL and R. WELLARD

Leadership was the central issue of concern when academic governance regulations were introduced at Lincoln Institute of Health Sciences in 1978. At the time there was…

Abstract

Leadership was the central issue of concern when academic governance regulations were introduced at Lincoln Institute of Health Sciences in 1978. At the time there was considerable debate about the leadership role of Heads which surfaced again in 1981–82 when the authors undertook a review of the regulations. In this paper the authors analyse the review findings and relate these findings to contemporary theory which sees leadership in terms of the nature of the relationships between leaders and followers. They report that in spite of the existence of a uniform set of regulations the leadership styles of Heads of Schools and Departments varied considerably. Nevertheless it was only in those Schools and Departments where discordancy existed in the leader‐follower relationships that dissatisfaction was expressed about the regulations. The authors conclude that regulations by themselves do not determine the quality of leadership and decision‐making even though they may be intended to settle an agreed organization for decision‐making. However, the introduction of regulations can lead to beneficial modifications to hierarchically based superior‐subordinate relationships with more collegial forms of shared responsibility. “A larger slice of the cake isn't enough — we want a share in the ruddy bakery.” (Mrs. Sheila Egan, East Lancs representative at the 1972 National Conference of Technical Teachers, speaking about Academic Government.)

Details

Journal of Educational Administration, vol. 24 no. 1
Type: Research Article
ISSN: 0957-8234

Article
Publication date: 14 October 2013

Panagiotis Mpogiatzidis

The aim of this paper is to investigate the prescribing behavior and applied practices of doctors who are the heads of clinical departments in the National Health System in…

Abstract

Purpose

The aim of this paper is to investigate the prescribing behavior and applied practices of doctors who are the heads of clinical departments in the National Health System in Greece. Moreover, this paper aims to evaluate a set of factors influencing them in this conduct through both their scientific and managerial status.

Design/methodology/approach

The sample consisted of 123 clinical department-heads in 15 hospitals and a questionnaire specifically designed for the purposes of this research effort was used. Prescribing criteria were divided into three categories: scientific, functional and behavioral. Demographic data were also included. The data were processed using SPSS17 statistical package. Multivariate Analysis of Variance (MANOVA) of the mean of the parameters identified was applied.

Findings

The survey assessed, revealed and evaluated the most important factors affecting the selection process of selecting pharmaceuticals on a department head level. Existing gaps in scientific information and rational management of procedure implementation were detected. Different perceptions of doctors-department heads towards prescribing criteria emanating from their previous experience on decision-making positions, age and hospital spatial characteristics (urban-provincial) were also highlighted.

Originality/value

The results of this survey provide both researchers and health policy makers with a better insight of the factors influencing prescribing behavior, and decision-making processes of doctors-department heads in the context of a Public Health Care System.

Details

Clinical Governance: An International Journal, vol. 18 no. 4
Type: Research Article
ISSN: 1477-7274

Keywords

Article
Publication date: 1 April 1999

Mahmood Abolghasemi, John McCormick and Robert Conners

Investigates how high school department heads may play a role in the alignment of teachers with a principal’s vision for the school. A survey study based on a theoretical position…

1184

Abstract

Investigates how high school department heads may play a role in the alignment of teachers with a principal’s vision for the school. A survey study based on a theoretical position of the high school as a loosely‐coupled system consisting of departments with distinct subcultures and department heads who are influential leaders is reported. As expected, principal components and multiple regression analyses suggest that behaviours of the principal which emphasise and reinforce the school vision, predict the extent to which teachers support the principal’s vision. However, the congruence of department heads and the principal, in terms of school vision, is a much stronger predictor of teachers’ support for the vision. To a lesser extent, stronger structural coupling between departments also contributes to teachers’ support of the school vision.

Details

International Journal of Educational Management, vol. 13 no. 2
Type: Research Article
ISSN: 0951-354X

Keywords

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