Abstract
Chairperson burnout is examined as a problem created by role ambiguity, high administrative expectations, limited authority, and reduced access to rewarding faculty activities. The article describes the academic chairperson as positioned between faculty and administration, expected to manage faculty concerns, departmental coordination, research support, instruction, records, personnel, and institutional paperwork without the full power often needed to enforce decisions. It connects these conditions to stress, declining morale, and reduced administrative effectiveness. The article also considers whether continued research productivity may help chairpersons preserve a faculty identity and resist burnout. By linking administrative strain to productivity, role conflict, and professional recognition, the article contributes to communication administration and departmental leadership discussions about how academic chairs can maintain effectiveness within demanding higher education structures.
Recommended Citation
Bostrom, Robert N.
(1984)
"Chairman Burnout and Productivity: An Inverse Relationship,"
Association for Communication Administration Bulletin: Vol. 49, Article 11.
Available at:
https://stars.library.ucf.edu/aca/vol49/iss1/11
