A Study of the relationship between the leader behavior of college of education deans and the role conflict and role ambiguity experienced by department heads

Individuals in complex educational organizations are exposed to a variety of role expectations. The behavior of the leader has been cited as an important contributing factor to subordinate role perception. And, since the leader's behavior may be inappropriate for a given situation, the subordinate may experience role difficulties, namely, role conflict and role ambiguity. In professional, bureaucratic institutions of higher education, the influence of the dean's behavior on the department head's role perception in terms of role conflict and role ambiguity is of particular importance. The major purpose of this study was to examine the relationship between the leader behavior of college of education deans and the role conflict and role ambiguity experienced by department heads.

To investigate this relationship, a random sample of 234 department heads in colleges of education in public universities located in the Southern Regional Education Board (SREB) states with National Council for Accreditation of Teacher Education (NCATE) approved programs was selected. Each department head provided a description of his or her dean's behavior and an evaluation of their personal role conflict and role ambiguity.

The analysis of variance procedure indicated a significant relationship between the dean's behavior and the department head's role conflict and role ambiguity. The department head's total educational experience was also significantly related to the department head's role conflict and role ambiguity. The multiple comparison techniques found that the department heads whose dean was low in Consideration and low in Initiating Structure experienced the highest degree of role conflict and role ambiguity.

The analyses provided the basis for the following conclusions:

1. The behavior of college of education deans is a major factor influencing the department head's role perception. As a result, the evaluation of the leadership style of candidates for dean positions should be considered.

2. The department head's total educational experience appears to moderate the relationship between the dean's behavior and the department head's role conflict and ambiguity.

3. Lower department head role conflict and ambiguity would result from a dean with a high Initiating Structure and high Consideration behavior style.