Abstract
This article examines the collaborative relationship between chairs and deans, arguing that effective administration depends on open communication, shared responsibility, and mutual awareness of constraints. It identifies common barriers to productive interaction, including territorialism and limited communication. The article proposes a model in which deans guide and mentor chairs, while chairs offer grounded departmental insight, creating a reciprocal advisory relationship. It distinguishes the differing scopes of authority and responsibility held by chairs and deans and argues that alignment of goals requires systematic dialogue and coordinated planning. Evaluation is presented as a mutual process in which each party provides constructive feedback to the other. The article concludes that administrative excellence depends on trust, communication, and joint engagement in planning and decision making.
Recommended Citation
Whitmore, Jon
(1985)
"Ideal Interactive Roles of Chairs and Deans,"
Association for Communication Administration Bulletin: Vol. 52, Article 10.
Available at:
https://stars.library.ucf.edu/aca/vol52/iss1/10
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