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The way deans run their faculties in Indonesian universities

The way deans run their faculties in Indonesian universities
The way deans run their faculties in Indonesian universities
Using the theory of reasoned action in combination with the Competing Values Framework of organizational leadership, our study examines how deans at Indonesian universities lead and manage their faculties. Based on a large-scale survey with responses from more than 200 Indonesian deans, the study empirically identifies a number of deanship styles: the Master, the Competitive Consultant, the Focused Team Captain, the Consensual Goal-Setter and the Informed Trust-Builder style. Further, the study investigates determinants of deans’ leadership styles, pointing at the important role of their attitudes towards leadership, while their perceived behavioural control only explains some of the styles. The study also suggests that faculty culture is important to take into consideration if we want to gain further understanding of the deanship, since culture turned out to effect the deans’ attitudes and hence their leadership style.
1358-3883
1-13
Ngo, Jenny
3c72614c-aebf-437b-bd16-7f31b0142946
de Boer, Harry
5d57956c-8ae8-4ddf-9442-997bd3870a3c
Enders, Jurgen
1ecd4fc9-76b5-4007-946d-7aa4cad53f7d
Ngo, Jenny
3c72614c-aebf-437b-bd16-7f31b0142946
de Boer, Harry
5d57956c-8ae8-4ddf-9442-997bd3870a3c
Enders, Jurgen
1ecd4fc9-76b5-4007-946d-7aa4cad53f7d

Ngo, Jenny, de Boer, Harry and Enders, Jurgen (2014) The way deans run their faculties in Indonesian universities. Tertiary Education and Management, 20 (1), 1-13. (doi:10.1080/13583883.2013.848924).

Record type: Article

Abstract

Using the theory of reasoned action in combination with the Competing Values Framework of organizational leadership, our study examines how deans at Indonesian universities lead and manage their faculties. Based on a large-scale survey with responses from more than 200 Indonesian deans, the study empirically identifies a number of deanship styles: the Master, the Competitive Consultant, the Focused Team Captain, the Consensual Goal-Setter and the Informed Trust-Builder style. Further, the study investigates determinants of deans’ leadership styles, pointing at the important role of their attitudes towards leadership, while their perceived behavioural control only explains some of the styles. The study also suggests that faculty culture is important to take into consideration if we want to gain further understanding of the deanship, since culture turned out to effect the deans’ attitudes and hence their leadership style.

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More information

e-pub ahead of print date: 26 November 2013
Published date: 2 January 2014

Identifiers

Local EPrints ID: 420189
URI: http://eprints.soton.ac.uk/id/eprint/420189
ISSN: 1358-3883
PURE UUID: 5d1c0691-dc60-4d2f-bdd9-89b760357d3b

Catalogue record

Date deposited: 02 May 2018 16:30
Last modified: 06 Oct 2020 23:56

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