McCarty and Reyes sought to identify the most predominant model of gover nance used by academic deans as per ceived by departmental chairpersons. Data used in this study were drawn from 55 formal open-ended interviews with departmental chairpersons at a major research institution. Results of the study indicate that most chairpersons across colleges and schools perceived academic deans engaged mostly in colleagial deci sion making. However, some perceived the academic dean as using the political and bureaucratic modes of college gov ernance. The organized anarchy model was not accepted by chairpersons as a frame of reference used by academic deans.

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Concerning themselves with the effects of community power structures on educational decision making, the authors derive and test twelve directional hypotheses from their model containing four descriptions of community power, four descriptions of school boards, and four descriptions of the role of the superintendent.

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