This study uses the concept of 'organisational power' -- control over the environments in which others interact -- to investigate the structures and lived experience of power among academic associate deans at public, research-intensive universities in the US. Previous research claims that the associate dean role lacks 'legitimate power.' Through…

The university academic manager (AM) or head of school/department is typically positioned in a hierarchical world: as a middle manager 'sandwiched' between senior management and subordinates. I propose a different framing: the AM cohabits two worlds, the worlds of hierarchy and collegiality respectively. Using an ideal type framework and data…

Previous research indicates that mid-level women administrators are under-valued as leaders and followers despite their capacity and influential connectivity up, down, and across the organizational chart. Few studies have provided insight into the leading and following experiences of mid-level women administrators in the community college. The…

The paper discusses the leadership and management challenges of a public university in Saudi Arabia from the perspective of academic managers. Based on a series of interviews at one of the regional universities established in the mid-2000s, the paper sheds light on one of those rarely investigated contexts where models of public management are…

University middle leaders play a significant role in change management. While research examines the outcomes of change management, far less attention has been paid to how middle leaders develop agency and negotiate their identities in achieving these outcomes. This study presents the cases of two middle leaders in Shanghai enacting a curriculum…

The relationship of assistant/associate deans to deans in the organization structure of colleges of education is examined, and an organizational model that may aid in improving the management of colleges of education is presented. Based on a spring 1983 survey of 265 colleges of education, 73 public and 3 private institutions provided organization…

The work experiences of college presidents, deans, and midlevel administrators are examined, with attention to job characteristics, degree of participation in college decision making, loyalty and commitment to the school, and job satisfaction. Extrinsic variables of the work environment include workload, rewards, supervision, and opportunities,…

The need for and importance of effective leadership in nursing education mandates that individual and institutional efforts be committed to reducing role ambiguity, conflict, and overload in the position of assistant dean, whose role is subject to multiple demands and involved with multiple administrative subsystems. (Author/MSE)

Collegiate middle-managers (deans and directors of support services) work in a complex setting that is part bureaucratic, part collegial, and part political. They are loyalists to begin with, and many strive to maintain allegiance to their institution. But the pressures and attractions of professional work, together with the general lack of regard…

The inner structure of campus management is examined to reveal the human side of personnel management, public and student relations, budget planning, affirmative action, faculty politics, salary disputes, and tenure decisions. The analysis depicts the special situation that results from a dean's management of people who not only are the dean's…