Power to Do...What? Department Heads' Decision Autonomy and Strategic Priorities

Barry Bozeman, Daniel Fay, Monica Gaughan

    Research output: Contribution to journalArticlepeer-review

    21 Scopus citations


    Using questionnaire data from the 2010 Survey of Academic Chairs, the study focuses on decision autonomy, a component of the power wielded by science, technology, engineering and mathematics (STEM) department chairs in U. S. research extensive universities. A "power index" is developed to measure chairs' decision autonomy, specifically their control of resources employed in negotiations with faculty job candidates. The study asks: What determines the degree of decision autonomy power possessed by department heads; and, what are the strategic implications of department heads' degree of this particular aspect of power? Results of an ordered logistic regression model show that having more power is associated with being hired from outside the current university, being male, and with department size. The power index is employed to predict departmental strategic priorities. Results show that the power index is positively associated with a strategic priority for research. The results show a negative relationship between degree of chair decision autonomy and a priority to increase faculty lines. A student-focused strategy is not predicted by the power index but is related to the size, with larger departments placing less emphasis on numbers or quality of students.

    Original languageEnglish (US)
    Pages (from-to)303-328
    Number of pages26
    JournalResearch in Higher Education
    Issue number3
    StatePublished - May 2013


    • Administrative priorities
    • Autonomy
    • Department chair
    • Departmental strategy
    • Diversification
    • Power and authority

    ASJC Scopus subject areas

    • Education


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