{"title":"Identifying Transformative Leadership among Department Heads in Higher Education","authors":"Kimberly Persiani","doi":"10.1002/dch.30607","DOIUrl":"https://doi.org/10.1002/dch.30607","url":null,"abstract":"","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"15-19"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316721","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Arnette et al. v. Limestone College et al.","authors":"","doi":"10.1002/dch.30615","DOIUrl":"https://doi.org/10.1002/dch.30615","url":null,"abstract":"<p>Athletics</p>","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"31"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316764","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Starting the Academic Year Strong: Developing and Running Effective Fall Faculty Retreats","authors":"Lesli K. Pace","doi":"10.1002/dch.30603","DOIUrl":"https://doi.org/10.1002/dch.30603","url":null,"abstract":"","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"5-7"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316915","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leadership Coaching as a Powerful Tool for Intentional Leadership","authors":"Alicia Slater, Lua Hancock","doi":"10.1002/dch.30610","DOIUrl":"https://doi.org/10.1002/dch.30610","url":null,"abstract":"","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"24-25"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316950","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Being an Advocate, Not an Adversary, as a Department Chair: Modeling Teamwork, Minimizing Toxicity","authors":"Kate Brody Nooner","doi":"10.1002/dch.30602","DOIUrl":"https://doi.org/10.1002/dch.30602","url":null,"abstract":"","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"1-4"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316919","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Larson v. Idaho State University","authors":"","doi":"10.1002/dch.30613","DOIUrl":"https://doi.org/10.1002/dch.30613","url":null,"abstract":"<p>Disability</p>","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"31"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Chair's Role in Creating Departmental Policy and Procedures, Part 2: Creating and Revising Policy","authors":"Jeffrey Ward","doi":"10.1002/dch.30605","DOIUrl":"https://doi.org/10.1002/dch.30605","url":null,"abstract":"","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"11-13"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Porter v. Board of Trustees of North Carolina State University et al.","authors":"","doi":"10.1002/dch.30614","DOIUrl":"https://doi.org/10.1002/dch.30614","url":null,"abstract":"<p>Free Speech</p>","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"31"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
<p>In his 1624 poem “No Man Is an Island,” John Donne pontificates on the interconnectedness of humankind, calling for empathy and humanity: “No man is an island / entire of itself; every man is a piece of the continent, / a part of the main.” The communities we build as postsecondary educators are powerful: We create support networks, inspire new ideas, and uncover synergies to achieve more than what we could as individuals. However, department chairs seem to be an exception. The nature of the role can create many forms of isolation, ultimately harming their health and wellness.</p><p>Views from seventeen department chairs were collected as part of a research study in 2019 to learn about their leadership development experiences when first entering their roles. Although many spoke highly and positively of their journeys, the significant personal and professional costs of the position were resounding. In general, these academic leaders mentioned facing heavy workloads, high levels of responsibility, and demanding schedules, especially since most had multiple additional roles as practicing clinicians, researchers, and teachers. They noted working long hours and not having enough time for self-care. For many, resting on evenings and weekends was a luxury they could not often afford. As a result, these leaders reported feelings of isolation arising from their professional identity, their relationships, and themselves.</p><p>The role of department chair was seen as a temporary step away from one's core professional identity as a clinician, researcher, and/or teacher rather than as a permanent step toward academic administration. The added workload of the chair role took time and capacity away from their other commitments, resulting in lower research productivity or compromising their professional practice. The trade-off was often made unwillingly. Many chairs described taking the chair role as “sacrificing” their true academic passion.</p><p>The chairs who shared their experiences as part of the study believed their peers viewed them as outside influences, no longer part of the team. This newly felt isolation contributed to a perceived loss of humanity, making them seem more like a cog in the system than a person, colleague, and friend. They described the role as a lightning rod for addressing complaints, noting that they were rarely approached with positive feedback, which further strained relationships. For example, in cases where the best course of action for a department conflicted with a faculty member's self-interests, the resulting disappointment was projected directly to the chair, who acted as a mediator and absorber of negative feelings. Alternatively, faculty members expected chairs to problem-solve for them when, in reality, they often had no authority or control over the matter. These situations resulted in feelings of helplessness, both to address the issue and to manage unfair expectations.</p><p>All department chairs noted sacrificing
{"title":"“No Man Is an Island” … Except for Department Chairs","authors":"Leda Stawnychko, Tracy Wang","doi":"10.1002/dch.30609","DOIUrl":"https://doi.org/10.1002/dch.30609","url":null,"abstract":"<p>In his 1624 poem “No Man Is an Island,” John Donne pontificates on the interconnectedness of humankind, calling for empathy and humanity: “No man is an island / entire of itself; every man is a piece of the continent, / a part of the main.” The communities we build as postsecondary educators are powerful: We create support networks, inspire new ideas, and uncover synergies to achieve more than what we could as individuals. However, department chairs seem to be an exception. The nature of the role can create many forms of isolation, ultimately harming their health and wellness.</p><p>Views from seventeen department chairs were collected as part of a research study in 2019 to learn about their leadership development experiences when first entering their roles. Although many spoke highly and positively of their journeys, the significant personal and professional costs of the position were resounding. In general, these academic leaders mentioned facing heavy workloads, high levels of responsibility, and demanding schedules, especially since most had multiple additional roles as practicing clinicians, researchers, and teachers. They noted working long hours and not having enough time for self-care. For many, resting on evenings and weekends was a luxury they could not often afford. As a result, these leaders reported feelings of isolation arising from their professional identity, their relationships, and themselves.</p><p>The role of department chair was seen as a temporary step away from one's core professional identity as a clinician, researcher, and/or teacher rather than as a permanent step toward academic administration. The added workload of the chair role took time and capacity away from their other commitments, resulting in lower research productivity or compromising their professional practice. The trade-off was often made unwillingly. Many chairs described taking the chair role as “sacrificing” their true academic passion.</p><p>The chairs who shared their experiences as part of the study believed their peers viewed them as outside influences, no longer part of the team. This newly felt isolation contributed to a perceived loss of humanity, making them seem more like a cog in the system than a person, colleague, and friend. They described the role as a lightning rod for addressing complaints, noting that they were rarely approached with positive feedback, which further strained relationships. For example, in cases where the best course of action for a department conflicted with a faculty member's self-interests, the resulting disappointment was projected directly to the chair, who acted as a mediator and absorber of negative feelings. Alternatively, faculty members expected chairs to problem-solve for them when, in reality, they often had no authority or control over the matter. These situations resulted in feelings of helplessness, both to address the issue and to manage unfair expectations.</p><p>All department chairs noted sacrificing ","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"22-23"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/dch.30609","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316765","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Mentoring New Chairs to Navigate the Political Climate of Higher Education","authors":"Melissa A. Odegard, Shannon M. Clapsaddle","doi":"10.1002/dch.30612","DOIUrl":"https://doi.org/10.1002/dch.30612","url":null,"abstract":"","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"28-30"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316933","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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