Leadership behavior of deans and its impact on effectiveness for quality in a high ranking university

Abstract

This paper examines the effects of leadership behavior of deans on their university's academic and scholarly development policies. Using a sample of 400 faculty members across eight faculties, a self-developed questionnaire was administered to examine the deans' leadership behavior its effectiveness on the quality of their policies. The results indicate that the leadership behavior in this research university is linked with different dimensions of effectiveness for quality.