Abstract
This essay examines the distinctive administrative challenges faced by leaders of small college communication programs and argues that prevailing managerial models are poorly suited to the values and structures of these institutions. It begins by distinguishing administration, management, and leadership, noting that contemporary higher education privileges managerial thinking oriented toward efficiency, control, and product driven outcomes. The discussion contends that this framework conflicts with the interpersonal, process oriented commitments of communication faculty and with the collegial traditions of small liberal arts colleges. The essay outlines the limitations of the management oriented model at the departmental level, where chairs are expected to perform administrative functions without corresponding authority or resources. It then considers the renewed relevance of leadership, particularly transformational leadership, as a more appropriate approach for small college contexts. Drawing on contingency theories of leadership and personality based models such as the Myers Briggs framework, the essay argues that effective departmental leadership depends on relationship oriented styles that foster interpersonal compatibility and shared understanding. It concludes that small college administrators must cultivate leadership practices grounded in human interaction rather than mechanistic management, emphasizing relational insight, collaborative decision making, and the capacity to guide departments through unstructured and highly personal academic environments.
Recommended Citation
MacDoniels, Joseph W.
(1985)
"Administrative Style and the Small College Context,"
Association for Communication Administration Bulletin: Vol. 54, Article 4.
Available at:
https://stars.library.ucf.edu/aca/vol54/iss1/4
