Exploring the Tensions and Ambiguities of University Department Chairs
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| Title: | Exploring the Tensions and Ambiguities of University Department Chairs |
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| Language: | English |
| Authors: | Armstrong, Denise E., Woloshyn, Vera E. |
| Source: | Canadian Journal of Higher Education. 2017 47(1):97-113. |
| Availability: | Canadian Society for the Study of Higher Education. P.O. Box 34091, RPO Fort Richmond, Winnipeg, MB R3T 5T5, Canada. Tel: 204-474-6404; Fax: 204-474-7561; e-mail: csshe@cc.umanitoba.ca; Web site: http://csshe-scees.ca/publications/canadian-journal-of-higher-education/ |
| Peer Reviewed: | Y |
| Page Count: | 17 |
| Publication Date: | 2017 |
| Document Type: | Journal Articles Reports - Research |
| Education Level: | Higher Education Postsecondary Education |
| Descriptors: | Department Heads, Ambiguity (Context), Conflict, Barriers, Middle Management, Change Agents, Institutional Characteristics, Change Strategies, Leadership Role, Qualitative Research, Semi Structured Interviews, Administrative Change, Personnel Management, Self Management, College Administration, Foreign Countries |
| Geographic Terms: | Canada |
| ISSN: | 0316-1218 |
| Abstract: | The department chair is a complex middle-management position located at the organizational fulcrum between faculty and senior administration. This qualitative study sought to develop a deeper understanding of chairs' experiences when enacting their dual roles as managers and scholars. Using a basic interpretative study design, we interviewed 10 department chairs from a medium-sized Canadian university. The participants identified three interrelated areas of challenge: managing position, managing people, and managing self. We discuss the tensions and ambiguities inherent within these themes, along with specific recommendations for supporting this position. |
| Abstractor: | As Provided |
| Number of References: | 32 |
| Entry Date: | 2017 |
| Accession Number: | EJ1140046 |
| Database: | ERIC |
| Abstract: | The department chair is a complex middle-management position located at the organizational fulcrum between faculty and senior administration. This qualitative study sought to develop a deeper understanding of chairs' experiences when enacting their dual roles as managers and scholars. Using a basic interpretative study design, we interviewed 10 department chairs from a medium-sized Canadian university. The participants identified three interrelated areas of challenge: managing position, managing people, and managing self. We discuss the tensions and ambiguities inherent within these themes, along with specific recommendations for supporting this position. |
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| ISSN: | 0316-1218 |
