Perceived Characteristics and Abilities of an Effective Marketing Department Head

Trocchia, Philip J.; Andrus, David M.

doi:10.1177/0273475302250567

Cited by 19 publications

(33 citation statements)

References 28 publications

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“…The current research extends the research of Trocchia and Andrus (2003) in several ways. First, this research applies a relevant theoretical framework (i.e.…”

mentioning

confidence: 61%

“…Second, the sample used in the current study contains responses from all academic disciplines typically contained within a business school rather than limiting the scope to a single discipline. Third, the sample in the current research examines the perceptions from faculty members at private universities, which serves to assess the generalizability of Trocchia and Andrus' (2003) findings in public universities. Fourth, the sample in this research contains responses from faculty members, department heads, and deans, rather than strictly faculty members, to account for the perspectives of subordinates, incumbents, and superiors.…”

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confidence: 99%

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In the eye of the beholder: A configurational analysis of followers’ conceptualizations of the ideal academic department leader at private universities

2012

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This paper examines followers' conceptualizations of the ideal business department leader within private universities. Using an internet survey of 273 faculty members and 31 department leaders from 59 private, non-ivy league universities, this paper examines how faculty members and department leaders conceptualize the ideal leader in terms of abilities and traits, and investigates the measures by which they define departmental success. A principal components analysis is utilized to identify the underlying cognitive framework of these abilities, traits, and success measures from both the faculty member and department leader perspective. The results indicate that faculty members desire equity rather than personalized treatment, and the measures by which business faculty and administrators define departmental success reflect the best interests of the institution in which they are employed. Implications of these findings and directions for future research are discussed.

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“…The current research extends the research of Trocchia and Andrus (2003) in several ways. First, this research applies a relevant theoretical framework (i.e.…”

mentioning

confidence: 61%

mentioning

confidence: 99%

In the eye of the beholder: A configurational analysis of followers’ conceptualizations of the ideal academic department leader at private universities

2012

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“…A range of qualitative studies have documented the perceived characteristics and behaviours associated with the effectiveness of personnel such as pro-vice chancellors (Spendlove 2007), academic programme directors (Ladyshewsky and Vilkinas 2012) and heads of departments (Trocchia and Andrus 2003;Hamlin and Patel 2015).…”

Section: An Underexplored Area Of Higher Education Practicementioning

confidence: 99%

Do non-academic professionals enhance universities’ performance? Reputation vs. organisation

Baltaru

2018

Studies in Higher Education

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Universities are increasingly engaging with non-academic professionals in facilitating performance outcomes, reaffirming themselves as purposive organisations, i.e. institutions with the ability to organise strategically in the pursuit of goals and standards. However, there is little empirical evidence for the impact of professional staff on university performance. Drawing on a sample of 100 British universities, the author assesses whether the changes in the ratio of professional staff to students (from 2003 to 2011) influence subsequent university performance. The author finds that universities that are moderately increasing their share of professional staff display higher levels of degree completion, but no significant differences can be observed in terms of research quality, good honours degrees and graduate employability. University performance is largely determined by reputation, prestigious universities performing higher in all dimensions. The findings contribute to the emerging empirical research assessing the impact of professional staff in higher education.

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“…In the USA, Murry and Stauffacher (2001) identified the skills and behaviours that deans, chairs, and faculty in research universities perceive as the important determinants of department chair effectiveness. Similarly, through a survey instrument, Trocchia and Andrus (2003) explored the perceived characteristics and abilities of effective marketing department heads within American universities. In the UK, Spendlove (2007) investigated the competencies for effective leadership (i.e.…”

Section: Managerialism and Npm In Higher Educationmentioning

confidence: 99%

Perceived managerial and leadership effectiveness within higher education in France

Hamlin

Patel

2015

Studies in Higher Education

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Higher Education Institutions (HEIs) in many countries are currently experiencing significant changes in how they are organized and managed. Consequently, exploring the kind of manager/leader behaviours that are perceived as effective and least effective/ineffective by peers, subordinates, collaborators, and team members in HEIs becomes important. Choosing a French HEI for our study and using the Critical Incident Technique, the authors conducted 37 interviews of academic/non-academic managerial/non-managerial staff to generate a total of 250 critical incidents (CIs) of observed managerial behaviour. Subjecting these CIs to open and axial coding resulted in the emergence of 17 positive and 21 negative behavioural indicators of perceived managerial and leadership effectiveness. Comparing these findings with those of extant studies of HEIs from Anglo countries revealed many similarities and considerable differences. Implications are offered for leadership and management development training programmes specifically designed for members of HEIs, along with suggestions for further research on this topic.

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Perceived Characteristics and Abilities of an Effective Marketing Department Head

Cited by 19 publications

References 28 publications

In the eye of the beholder: A configurational analysis of followers’ conceptualizations of the ideal academic department leader at private universities

In the eye of the beholder: A configurational analysis of followers’ conceptualizations of the ideal academic department leader at private universities

Do non-academic professionals enhance universities’ performance? Reputation vs. organisation

Perceived managerial and leadership effectiveness within higher education in France

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