This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Google Scholar Articles by Wepner, S. B. Articles by Wilhite, S. C. Social Bookmarking                   What's this?

The Leadership Dimensions of Education Deans

Manhattanville College

Antonia D'Onofrio

Widener University

Stephen C. Wilhite

Widener University

Education deans in the United States describe their approach to solving leadership problems that were cast as organizational dilemmas. The deans who participated in the study had been education deans for at least 6 to 7 years, indicating that they had avoided the revolving door syndrome of 4.5 years in a single appointment. Deans described their problem solving in interviews that asked for a response to vignettes. The answers were analyzed using a conceptual model that was developed over a period of 7 years. The framework consisted of four dimensions of leadership: intellectual, emotional, social, and moral. All 14 deans used all four dimensions in responding to the vignettes yet relied on the intellectual dimension as the basis for employing the other three dimensions. Within each dimension, education deans used specific themes (e.g., defining problems) more frequently than other themes. Implications for the professional development of deans are explored.

Key Words: education deans • professional development of deans • higher education leadership

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?