This study explores the experiences of department heads at Haramaya University, Ethiopia with regard to academic leadership perceptions and practices. Qualitative research approach with phenomenological strategy was employed in this study. Five department heads were selected using purposive sampling techniques. Semistructured interview, observation and document were used to collect the data. The data were analyzed following phenomenological approach and summarized through thematic analysis. The findings show that department heads perceive leadership as both rewarding and demanding and their leadership styles as democratic, transformational, participative and laissez faire in that order. The study also identified that department heads in this study are more of managers than leaders with more day-to-day routines and they do not have strong relations with stakeholders. It was also revealed that the department heads come to headship without any preparation. Finally, it was found that almost the five heads do not have interest to continue as a head in the second term except in the time of crisis. Based on these findings, it was recommended that the university should formulate a system to provide support, training and/or education for all the academic staff in general and the department heads in particular.