105,975 research outputs found
Leadership styles of business school deans and their perceived effectiveness
No full textThis thesis was submitted for the degree of Doctor of philosophy and awarded by Brunel UniversityLeadership as a concept has been an area of significance for several decades. While the
contribution of research to leadership concept in the industry has been substantial the same cannot be claimed with regard to the Higher Education Institutions (HEIs). There is a paucity of research studies in the context of HEIs, particularly in regard to business schools. Deans of business schools were hardly the subject of research in the leadership literature till recently.
But with collapsing business empires in the last decade (for instance Lehman Brothers),
business school deanship came under scrutiny as the leaders in those business empires that
collapsed were graduates of renowned business schools. The review of the literature with respect to challenges affecting HEI and business school leadership threw up many challenges. The challenges investigated were leadership styles, leadership practice, leadership effectiveness, decision quality, follower commitment, follower satisfaction, management style, organisational setting and orgaisational culture. Each challenge was assumed as a factor affecting deans of business schools as leaders. The review
of the literature provided the theoretical basis for determining the nature of each factor. Leadership style was defined as the independent variable influencing leadership practice. Five leadership styles namely transactional, transformational, laissez-faire, democratic and autocratic leadership styles were made as independent variables to determine leadership practice. Leadership practice was identified as the independent variable influencing leadership effectiveness although the relationship between leadership practice and leadership
effectiveness was supposed to be influenced by mediating factors namely decision quality of deans of business school, follower satisfaction and follower commitment. Academic and administrative staff were considered as the followers. Management style and organisational setting were considered as moderating variables of leadership practice of deans of business
schools. Oraganisational structure was used to represent organisational setting as the variable. Organisational culture was used as the control variable. The theoretical framework was drawn to represent the linkage between the factors. The model developed was supported by already established theories that were tested for reliability and validity. The leadership style and leadership effectiveness models were developed which was the focus of this research. Leadership style-leadership practice linkage provided the theoretical framework to determine the style practised by the deans. Leadership practiceleadership
effectiveness linkage mediated by decision quality, follower commitment and follower satisfaction provided the theoretical framework to determine the leadership effectiveness. Survey questionnaire was the method used to collect data. The questionnaire was sent to 600 academic and administrative staff members of business schools from eight different countries. The results showed that the transactional leadership style was the leadership style practised by the deans of the business schools. Other findings were as follows. That transactional leadership indirectly but positively influenced the leadership effectiveness of deans through
decision quality and follower satisfaction. The mediation of the transactional leadership
practice-leadership effectiveness linkage by decision quality and follower satisfaction was significant and in the positive direction. Management style and organisational structure were found to act as moderating variables of transactional leadership practice of deans positively.
Transformational, laissez-faire, democratic and autocratic leadership styles were found to have significant and positive correlation with transactional leadership style implying that these four styles could moderate the transactional leadership style-leadership practice linkage. The study offers insights into how deans of business schools might develop their leadership attributes either by enhancing their transactional leadership style or changing their style or combining different styles to suit the situation
What do business school deans do? Insights from a UK study
No full textPurpose - During the last 40 years, the growth and impact of UK business schools have been significant. Relatively few studies have reviewed how business school deans emerge and grow. This paper aims to explore the experiences and psychometric profiles of UK business school leaders to understand their tenures, problems, dilemmas and succession issues.
Design/methodology/approach - The study comprised 16 semi-structured interviews with business school deans and Myers-Briggs Type Indicator (MBTI) questionnaires completed by deans and aspiring deans (associate deans and heads of department). The study uses the executive life cycle and concepts of social capital as theoretical frameworks to understand the dean's role.
Findings - The study revealed a pattern of individuals working in their first deanship at their third business school. Their career trajectories highlighted the usefulness of consultancy skills similar to those of a partner in a professional service firm. The importance of the dean's role in terms of business school fit, creating a differentiation strategy and team building were emphasised. The psychometric preferences of the deans in the sample indicated Jungian extroversion, tough mindedness, seeing patterns and making connections, strategic thinking and a tendency to bring issues to closure. Recommendations are made for the development of a more heterogeneous, transnational cadre of business school deans and improved dialogue with heads of universities to understand the positive contribution of business school leaders as changing business models are needed in turbulent times.
Originality/value - There are few explanations of the roles and functioning of business school deans in practice. The insights gained are valuable for business school deans and are, more broadly, of interest to heads of universities and executive search firms. The paper is theoretically and practically relevant to building leadership capabilities in knowledge intensive organisations and professional service firms
Alobevania tavaresi Deans & Kawada, 2008, n. sp.
No full textAlobevania tavaresi Kawada & Deans, n. sp. (Figs. 4, 7, 12) Male. Head: Lower face with pale area medially. Torulus above midline of eye. Thin, short carina between toruli, ending in the middle of the frons. Eye 0.4 times head height. Epistomal declivity of clypeus divergent. Gena nitid, sometimes lighter brown. Malar space 0.4 times eye height. Clypeal process evenly round but appearing pinched. Vertex obscurely punctuate. Scape and pedicel brown (lighter than flagellum). Flagellomeres1-5 uniformly brown; flagellomeres 6-11 light brown to yellow ventrally. Mandible light brown, with reddish margins and 4 reddish teeth on anterior face of mandible (5 teeth total). Mesosoma: Propleuron punctuate. Mesopleuron nitid medially (in concave area); Antero-dorsal corner of mesopleuron with rugulose patch. foveolate on ventral third; posterior edge with areolate trough. Mesoscutum and scutellum nitid to obscurely punctuate, evenly brown. Notaulus nearly linear to obscuring sinuous. Parapsidal furrow present as an obvious line. Tegula dark brown. Metapleuron rugulose dorsally, becoming areolate posteriorly (at the articulation with the propodeum); nitid anteriorly, with some punctures ventrally. Mesosternum mostly nitid. Metasternum densely rugose. Posterior face of propodeum (ventral to the articulation with the petiole) alveolate; dorsal surface of the propodeum rugose. Legs fade to lighter brown towards apices. Mid and hind tibiae sometimes with light brown patches on posterior surfaces. Hind leg faintly imbricate, with short setae. Wings: Fore wing with 6 cells enclosed by tubular veins. 2Mb and 3M vein spectral. 3CU vein nebulous. Hind wing with three adjacent hamuli. Metasoma: Gaster elliptical, much less than half the size of the mesosoma in lateral view. Petiole arched dorsally, setose, 5 times longer than medial width, as tall as wide, flaring posteriorly; lateral surface rugulose; dorsal and ventral surfaces faintly rugulose. Female description: As for male except: eye strongly elliptical, flatter, smaller (0.6 times head height). Mesopleuron foveolate-punctate ventrally. Notaulus sinuate. Tegula light brown. Petiole 4 times longer than medial width. Gaster only slightly smaller than mesosoma in lateral view. Ovipositor short, straight, concealed. Holotype: male, VENEZUELA, Aragua, Parque Nacional H[enri] Pittier, Rancho Grande, env[irons], 1100m, 09.iv.1994, L. Masner collector], V94-SS, voucher DERV094a (CNC) [Morphbank]. Paratypes: 2 males, VENEZUELA, Aragua, Parque Nacional H[enri] Pittier, Rancho Grande, env[irons], 1100m, 09.iv.1994, L. Masner collector], V94-SS, voucher DERV096a (NCSU) [Morphbank], voucher DERV096b (CNC) [Morphbank]. 1 female, VENEZUELA: Aragua, Rancho Grande: 9.vii.1988-27.vii.1988, C. Porter & L. Stange, Malaise trap, voucher DERV100a (FSCA) [Morphbank]. 3 males, same locality, voucher DERV100b (FSCA) [Morphbank], voucher DERV100c (FSCA) [Morphbank], voucher DERV100d (FSCA) [Morphbank]. 1 male, same locality, 5.vii.1988-8.vii.1988, voucher DERV100e (FSCA) [Morphbank] Etymology: The specific epithet is a patronym honoring Marcelo T. Tavares, professor and researcher of Chalcididae at Universidade Federal do Espirito Santo, Brazil. Web resources: ZooBank LSID; Morphbank image collection; Evanioidea Online descriptive Web page; ToL taxon Web page. Remarks: Alobevania tavaresi has the most restrictive range of these three species, with collecting events coming from a single locality in Venezuela. This is also the largest species of Alobevania, with most specimens measuring up to 3.0 mm in length (head to metasoma).Published as part of Deans, A. R. & Kawada, R., 2008, Alobevania, a new genus of neotropical ensign wasps (Hymenoptera: Evaniidae), with three new species: integrating taxonomy with the World Wide Web., pp. 28-44 in Zootaxa 1787 on pages 9-1
Plasmodium falciparum:Rosettes do not protect merozoites from invasion-inhibitory antibodies
No full textRosetting is a parasite adhesion phenotype associated with severe malaria in African children. Why parasites form rosettes is unknown, although enhanced invasion or immune evasion have been suggested as possible functions. Previous work showed that rosetting does not enhance parasite invasion under standard in vitro conditions. We hypothesised that rosetting might promote invasion in the presence of host invasion-inhibitory antibodies, by allowing merozoites direct entry into the erythrocytes in the rosette and so minimising exposure to plasma antibodies. We therefore investigated whether rosetting influences invasion in the presence of invasion-inhibitory antibodies to MSP-1. We found no difference in invasion rates between isogenic rosetting and non-rosetting lines from two parasite strains, R29 and TM284, in the presence of MSP-1 antibodies (P = 0.62 and P = 0.63, Student's t test, TM284 and R29, respectively). These results do not support the hypothesis that rosettes protect merozoites from inhibitory antibodies during invasion. The biological function of rosetting remains unknown
Cultivating Collective Sensemaking: Exploring How Academic Deans Shape Academic Priorities During the Annual Budget Review
No full textWhile academic deans have long influenced academic governance, they now serve as chief executives more than middle managers at many universities. This increased stature stems from many universities implementing decentralized, revenue-centered budget models, which situates authority for academic and budgetary affairs with deans more than provosts. Despite their critical work, and increasing significance, scholars have yet to investigate how academic deans enact their authority as the chief academic and budget officers of their colleges.
To close this research gap, this qualitative case study explored how six academic deans shape academic priorities during the annual budget review at Sprawling University, a pseudonym for a prominent American public research university. The theoretical framework was anchored in the organizational concepts of sensemaking and sensegiving, while data analysis was disciplined by grounded theory. Data was collected from extensive interviews and observations: 63 semi-structured interviews with the profiled deans, college-level administrators, other deans and senior central administrators; and 21 observations, including meetings with the profiled deans and their senior administrative teams.
The findings advance our understanding of how academic deans shape academic priorities during annual budget reviews in three important ways. First, a rich tapestry of individual and organizational factors influenced how deans conceptualize their role in shaping academic priorities. While shaping academic priorities, the profiled deans affirmed their faculty identities by espousing collegial norms such as collaborating with faculty and administrators, enacting skills that validate their disciplinary orientations and privileging perspectives that reflect their faculty experiences.
Second, most profiled deans framed the annual budget review as an opportunity to craft a collective sense of academic priorities with their senior administrative teams. The most significant milestone of the budget review was authoring an annual budget memorandum for the provost. Most deans co-constructed this memorandum with their senior teams, initiating a collective form sensemaking to generate ideas for priorities and deepen commitments to priorities. To cultivate collective sensemaking, these deans enacted discursive behaviors that stimulated open dialogue during team meetings such as waiting to reveal their own ideas, specifying problems rather than imposing solutions and empowering disagreement. In contrast, deans who excluded their senior teams from authoring the budget memorandum alienated associate deans and administrative directors, which created confusion over priorities.
Third, deans aligned the priorities of their colleges with the provost’s priorities for the university. Despite retaining authority over academic and fiscal priorities in their colleges, deans embraced the provost’s priorities as well as the provost’s preference for articulating priorities in quantitative terms while authoring the annual budget memorandum. This alignment revealed the sensitivity of academic deans to resource dependence; deans wanted to demonstrate a commitment to the provost’s priorities and preferences in hopes of securing scarce discretionary resources from the provost’s office, regardless of whether their college reported a surplus or deficit.
In addition to specifying how deans shape academic priorities during the annual budget review, significant contributions of this study include illustrating how deans depend on their senior administrative teams and illuminating the interdependent relationship between deans and provosts in decentralized budget models. Moreover, the findings indicate a dynamic, reciprocal interplay between managerial sensemaking and sensegiving, which advances theorization of sensemaking in organizations. The study reveals numerous opportunities for future research on deans, including probing accountability in decentralized budget models, and recommendations for practice, including orienting deans to decentralized budget models.PhDHigher EducationUniversity of Michigan, Horace H. Rackham School of Graduate Studieshttps://deepblue.lib.umich.edu/bitstream/2027.42/140887/1/nfharris_1.pd
Community college academic deans: leadership frames and stress
No full textThe academic dean is a middle manager leader with multiple roles in community and technical colleges. This dean has the dual responsibility of guiding the direction of the academic program for faculty at the college and handling the daily tasks of administration;The deans' control over their roles was examined through their ability to influence situations with different leadership styles. Balancing the roles and daily contacts with students, staff, faculty and other administrators creates stress if the demands of the job are beyond the personal control of the dean. Executive stress costs educational organizations time and money. Through extensive study of leadership and organizations, Bolman and Deal (1984) found that the use of four leadership orientations (structural, human relations, political and symbolic) can give leaders increased control over tasks and events;The primary purpose of the study was to examine how personal and leadership orientation variables of community college academic deans (multiple frames used, highest frame used, self-preferred frame, and recognition of frame) influenced the self-reported measures of work-related stress and satisfaction of the deans. The compile data came from a survey of 324 deans;The most prevalent leadership frame among the deans was the human relations orientation. Deans with multiple leadership orientations reported lower stress, higher satisfaction and lower role-conflict compared to those deans who used one primary leadership orientation. Self-reported role-conflict and satisfaction scores for the deans were found to be the strongest predictors of stress. The use of multiple orientations, the number of faculty and support staff at the college, and the marital status of the deans were also related to lower dean stress;An implication of the study is that as academic deans in community colleges perform multiple tasks and roles, the use of more than one leadership frame may temper stress and enhance dean satisfaction.</p
Alobevania tavaresi Kawada & Deans, n. sp.
No full text<i>Alobevania tavaresi</i> Kawada & Deans, n. sp. <p>(Figs. 4, 7, 12)</p> <p> <b>Male. Head:</b> Lower face with pale area medially. Torulus above midline of eye. Thin, short carina between toruli, ending in the middle of the frons. Eye 0.4 times head height. Epistomal declivity of clypeus divergent. Gena nitid, sometimes lighter brown. Malar space 0.4 times eye height. Clypeal process evenly round but appearing pinched. Vertex obscurely punctuate. Scape and pedicel brown (lighter than flagellum). Flagellomeres 1–5 uniformly brown; flagellomeres 6–11 light brown to yellow ventrally. Mandible light brown, with reddish margins and 4 reddish teeth on anterior face of mandible (5 teeth total).</p> <p> <b>Mesosoma:</b> Propleuron punctuate. Mesopleuron nitid medially (in concave area); Antero-dorsal corner of mesopleuron with rugulose patch. foveolate on ventral third; posterior edge with areolate trough. Mesoscutum and scutellum nitid to obscurely punctuate, evenly brown. Notaulus nearly linear to obscuring sinuous. Parapsidal furrow present as an obvious line. Tegula dark brown. Metapleuron rugulose dorsally, becoming areolate posteriorly (at the articulation with the propodeum); nitid anteriorly, with some punctures ventrally.</p> <p>Mesosternum mostly nitid. Metasternum densely rugose. Posterior face of propodeum (ventral to the articulation with the petiole) alveolate; dorsal surface of the propodeum rugose. Legs fade to lighter brown towards apices. Mid and hind tibiae sometimes with light brown patches on posterior surfaces. Hind leg faintly imbricate, with short setae.</p> <p> <b>Wings:</b> Fore wing with 6 cells enclosed by tubular veins. 2Mb and 3M vein spectral. 3CU vein nebulous. Hind wing with three adjacent hamuli.</p> <p> <b>Metasoma:</b> Gaster elliptical, much less than half the size of the mesosoma in lateral view. Petiole arched dorsally, setose, 5 times longer than medial width, as tall as wide, flaring posteriorly; lateral surface rugulose; dorsal and ventral surfaces faintly rugulose.</p> <p> <b>Female description:</b> As for male except: eye strongly elliptical, flatter, smaller (0.6 times head height). Mesopleuron foveolate-punctate ventrally. Notaulus sinuate. Tegula light brown. Petiole 4 times longer than medial width. Gaster only slightly smaller than mesosoma in lateral view. Ovipositor short, straight, concealed.</p> <p> <b>Holotype:</b> male, VENEZUELA, Aragua, Parque Nacional H[enri] Pittier, Rancho Grande, env[irons], 1100m, 09.iv.1994, L. Masner col[lector], V94 -SS, voucher DERV094a (CNC) [Morphbank].</p> <p> <b>Paratypes:</b> 2 males, VENEZUELA, Aragua, Parque Nacional H[enri] Pittier, Rancho Grande, env[irons], 1100m, 09.iv.1994, L. Masner col[lector], V94 -SS, voucher DERV096a (NCSU) [Morphbank], voucher DERV096b (CNC) [Morphbank]. 1 female, VENEZUELA: Aragua, Rancho Grande: 9.vii.1988 – 27.vii.1988, C. Porter & L. Stange, Malaise trap, voucher DERV100a (FSCA) [Morphbank]. 3 males, same locality, voucher DERV100b (FSCA) [Morphbank], voucher DERV100c (FSCA) [Morphbank], voucher DERV100d (FSCA) [Morphbank]. 1 male, same locality, 5.vii.1988 – 8.vii.1988, voucher DERV100e (FSCA) [Morphbank]</p> <p> <b>Etymology:</b> The specific epithet is a patronym honoring Marcelo T. Tavares, professor and researcher of Chalcididae at Universidade Federal do Espírito Santo, Brazil.</p> <p> <b>Web resources:</b> ZooBank LSID; Morphbank image collection; Evanioidea Online descriptive Web page; ToL taxon Web page.</p> <p> <b>Remarks:</b> <i>Alobevania tavaresi</i> has the most restrictive range of these three species, with collecting events coming from a single locality in Venezuela. This is also the largest species of <i>Alobevania</i>, with most specimens measuring up to 3.0 mm in length (head to metasoma).</p>Published as part of <i>Deans, Andrew R. & Kawada, Ricardo, 2008, Alobevania, a new genus of neotropical ensign wasps (Hymenoptera: Evaniidae), with three new species: integrating taxonomy with the World Wide Web, pp. 28-44 in Zootaxa 1787</i> on pages 36-37, DOI: <a href="http://zenodo.org/record/182491">10.5281/zenodo.182491</a>
An introduction to the Deans\u27 Diversity Council
No full textCo-authored by Deans David H. Getches (CU Law) and José Roberto (Beto) Juárez, Jr. (DU Law). Article published in the July, 2007 issue of The Colorado Lawyer.https://scholar.law.colorado.edu/david-h-getches-publications/1001/thumbnail.jp
1976-1977 Council of Deans 1
No full textThese deans were members of the Council of Deans at Jacksonville State University in 1976-1977. Shown from left are, seated, Dr. Reuben Boozer (Dean of Arts and Sciences), Dr. Alta Millican (Dean of Library Science and Instructional Media), Dr. Theron Montgomery (Vice President of Academic Affairs), standing, Dr. H. Bascom Woodward III (Dean of University Admissions), Dr. James Reaves (Dean of the Graduate School), Dr. Mary Margaret Williams (Dean of the School of Nursing), Dr. Richard Shuford (Dean of the School of Business), and Dr. Greene Y. Taylor (Dean of the School of Education).https://digitalcommons.jsu.edu/lib-ac-histimg/37268/thumbnail.jp
An introduction to the Deans\u27 Diversity Council
No full textCo-authored by Deans David H. Getches (CU Law) and José Roberto (Beto) Juárez, Jr. (DU Law). Article published in the July, 2007 issue of The Colorado Lawyer.https://scholar.law.colorado.edu/david-h-getches-publications/1001/thumbnail.jp
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