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Managerial Behavior of College Chairpersons and Administrators

Alan C. Bare
Research in Higher Education
Vol. 24, No. 2 (1986), pp. 128-138
Published by: Springer
Stable URL: http://www.jstor.org/stable/40195707
Page Count: 11
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Managerial Behavior of College Chairpersons and Administrators
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Abstract

To explore Daft's dual-core model of educational organization, this study compares the managerial behavior of academic department chairpersons and nonacademic unit managers across 140 colleges and universities. For the study, 6,357 faculty and administrators completed questionnaires that profiled their formal leader's behavior, their work group characteristics, and their personal satisfaction. Of 54 variables submitted to discriminant analysis, 31 discriminated the bureaucratic units from the academic groups. Managers of the two types of group behave differently in ways consistent with their distinct group tasks. The empirically derived role profiles of the academic and nonacademic managers are discussed, as are the implications of the findings for institutional researchers, change agents, and trainers of college managers.

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