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Exploring the Tensions and Ambiguities of University Department Chairs

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Title: Exploring the Tensions and Ambiguities of University Department Chairs
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
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  Data: Exploring the Tensions and Ambiguities of University Department Chairs
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  Data: <searchLink fieldCode="AR" term="%22Armstrong%2C+Denise+E%2E%22">Armstrong, Denise E.</searchLink><br /><searchLink fieldCode="AR" term="%22Woloshyn%2C+Vera+E%2E%22">Woloshyn, Vera E.</searchLink>
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  Data: <searchLink fieldCode="SO" term="%22Canadian+Journal+of+Higher+Education%22"><i>Canadian Journal of Higher Education</i></searchLink>. 2017 47(1):97-113.
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  Data: 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/
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  Data: <searchLink fieldCode="EL" term="%22Higher+Education%22">Higher Education</searchLink><br /><searchLink fieldCode="EL" term="%22Postsecondary+Education%22">Postsecondary Education</searchLink>
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  Data: <searchLink fieldCode="DE" term="%22Canada%22">Canada</searchLink>
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  Data: 0316-1218
– Name: Abstract
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  Data: 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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      – Text: English
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        PageCount: 17
        StartPage: 97
    Subjects:
      – SubjectFull: Department Heads
        Type: general
      – SubjectFull: Ambiguity (Context)
        Type: general
      – SubjectFull: Conflict
        Type: general
      – SubjectFull: Barriers
        Type: general
      – SubjectFull: Middle Management
        Type: general
      – SubjectFull: Change Agents
        Type: general
      – SubjectFull: Institutional Characteristics
        Type: general
      – SubjectFull: Change Strategies
        Type: general
      – SubjectFull: Leadership Role
        Type: general
      – SubjectFull: Qualitative Research
        Type: general
      – SubjectFull: Semi Structured Interviews
        Type: general
      – SubjectFull: Administrative Change
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      – SubjectFull: Personnel Management
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      – SubjectFull: Self Management
        Type: general
      – SubjectFull: College Administration
        Type: general
      – SubjectFull: Foreign Countries
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      – SubjectFull: Canada
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