Conflict is inevitable in every part of life and institutions of higher education are not immune to experiencing interpersonal conflict. Department chairs hold a key position between upper administration and the rest of the faculty and staff within the department, all while still teaching classes. The purpose of this research study is to explore…

In this article, we seek to expand our understanding of the micropolitics of school life by drawing on data generated from a one-year ethnographic study of a physical education (PE) department at a high school in the North of England. Specific attention is given to the structured demands placed upon the Departmental Head in the face of an imminent…

Professor James Wang was chosen by his department colleagues to chair the university department, but he soon realized that leading his colleagues and driving departmental growth were more difficult than teaching and conducting research. Departmental student enrollment had been unsatisfactory in the past few years. Professor Wang met various…

The purpose of this study was to investigate various strategies used to manage and resolve conflict between teachers and school leaders in government primary schools of Wolaita zone. The study employed a descriptive survey design where both quantitative and qualitative approaches were used to correct and analyze data, concurrently. From six…

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…

The paper is informed by a research study exploring middle leadership as experienced by Chairpersons of Departments within one faculty in a university in Aotearoa New Zealand. It is argued that middle leadership in higher education needs to be understood as a highly complex relational endeavour, characterised by compromises that are negotiated…

This article discusses the need for chairs to recognize the changing and interconnected nature of postmodern times by engaging with policy makers, politics, and coalitions in this age of supercomplexity. Chairing a kinesiology department is a rewarding and complex position fraught with uncertainty; nevertheless, tolerating and planning for…

This paper analyzes the Head of Department (HoD) role at an elite State university in Russia. It draws upon documentary analysis of government texts and focus groups with both HoDs and lecturers. It concludes that most HoDs are invited to apply for the role by more senior university colleagues. Once in post, they are offered a range of helpful…

Many teachers have known of (or been members of) departments in which all of the potentially successful chairs--after having proven themselves by running subunits or graduate programs--have decided to devote themselves solely to research or teaching, and to leave department administration to whoever is willing to do it or whoever can be talked…

The focus of this research is the conflicted nature of the lived experience of public community college academic department chairs. In many colleges, department chairs are faculty chosen by colleagues and/or administration. Once selected, chairs assume supervisory responsibilities. The duality of this colleague-supervisor role has the potential…

We present an exploratory study of how undergraduates' involvement in research influences postgraduates (i.e., graduate and postdoctoral researchers) and faculty. We used a qualitative approach to examine the relationships among undergraduates, postgraduates, and the faculty head in a research group. In this group, undergraduates viewed…

Explores the issue of survival as department chair, examining three interrelated threats to the chairperson's well-being: role conflict, changes in collegial relationships, and job- related stress. Considers reasons for accepting appointment and some practical matters for chairs who serve in a term appointment. (PA)

Conflict in the university setting is an inherent component of academic life. Leaders spend more than 40% of their time managing conflict. Department heads are in a unique position--they encounter conflict from individuals they manage and from others to whom they report such as a senior administrator in the position of dean. There are very few…

Considers the potential use that English teachers might make of the discussions ensuing from curricular reform initiatives. Argues that the debates generated by the process of program reform are usually far better than the curricular results of those debates. Shows how assessment debates have great educational potential for curricular changes. (HB)

Recounts the disruptions, conflicts, and general hostility that resulted when the position of English department head was eliminated in an attempt to save money. (RBW)