Becoming A Chair 09
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Being a Chair, Head, or Director Arlene Carney August 20, 2009
Why? • Reasons for becoming a chair, head, or director
Four Roles of Department Chairs • • • • • • •
Faculty developer Manager Leader Scholar
Gmelch & Miskin, 1993
Transitions to Leadership • • • • • • •
From From From From From From
solitary to social focused to fragmented autonomy to accountability manuscript to memoranda private to public professing to persuading Gmelch & Seedorf, 1989
Transitions to Leadership • From stability to mobility • From client to custodian • From austerity to prosperity
Gmelch & Miskin, 1993
Survival Guide Advice: Know Yourself • Know why you took the job • Know your goals (2-3 to accomplish over your term) • Know what pushes your buttons • •
Gunsalus, 2006
Survival Guide Advice • • • • • •
Know your colleagues Set boundaries Listen well Key sentences
Gunsalus, 2006
Key Sentences for Complaints • “What action do you seek from me?” • “Now that I have listened carefully to you, I need to find out what the other people involved have to say. I’ll get back to you after I do that.” • “You need to do what you need to do.” •
•
Gunsalus, 2006
Work-Life Balance • Critically important to newer generation of faculty • Starts at the department level – Class & meeting scheduling – Release from teaching in a semester when a child is born or adopted – Culture of acceptance of family demands
Chair as “Person in the Middle” • Responsible to the faculty and staff • Accountable to the dean • Balancing act
Problem Issues • Seek help • Follow procedures set by the University or college • Don’t improvise on procedures
Why? • Reasons for becoming a chair, head, or director
Four Roles of Department Chairs • • • • • • •
Faculty developer Manager Leader Scholar
Gmelch & Miskin, 1993
Transitions to Leadership • • • • • • •
From From From From From From
solitary to social focused to fragmented autonomy to accountability manuscript to memoranda private to public professing to persuading Gmelch & Seedorf, 1989
Transitions to Leadership • From stability to mobility • From client to custodian • From austerity to prosperity
Gmelch & Miskin, 1993
Survival Guide Advice: Know Yourself • Know why you took the job • Know your goals (2-3 to accomplish over your term) • Know what pushes your buttons • •
Gunsalus, 2006
Survival Guide Advice • • • • • •
Know your colleagues Set boundaries Listen well Key sentences
Gunsalus, 2006
Key Sentences for Complaints • “What action do you seek from me?” • “Now that I have listened carefully to you, I need to find out what the other people involved have to say. I’ll get back to you after I do that.” • “You need to do what you need to do.” •
•
Gunsalus, 2006
Work-Life Balance • Critically important to newer generation of faculty • Starts at the department level – Class & meeting scheduling – Release from teaching in a semester when a child is born or adopted – Culture of acceptance of family demands
Chair as “Person in the Middle” • Responsible to the faculty and staff • Accountable to the dean • Balancing act
Problem Issues • Seek help • Follow procedures set by the University or college • Don’t improvise on procedures
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