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The Educational Administrators' Impacts On The Tenure And Promotion Process

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Conference

2004 Annual Conference

Location

Salt Lake City, Utah

Publication Date

June 20, 2004

Start Date

June 20, 2004

End Date

June 23, 2004

ISSN

2153-5965

Conference Session

Tricks of the Trade: The Tenure Process

Page Count

6

Page Numbers

9.1251.1 - 9.1251.6

Permanent URL

https://peer.asee.org/12941

Download Count

23

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Paper Authors

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Ali Kashef

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Morteza Sadat-Hossieny

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Mark Rajai

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Abstract
NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

Session 1175

The Educational Administrators Impacts on the Tenure and Promotion Process

Ali Kashef, Mark Rajai, Morteza Sadat-Hossieny The University of Northern Iowa/ Northern Kentucky University

Abstract

One of the major responsibilities of a departmental head is to evaluate faculty, which at times, could be difficult and controversial. Therefore, it is very important for a department head to show how they can recruit a new faculty member, and help them to attain tenure and promotion. The intent of this paper is to discuss some of the important issues associated with the educational leadership as a head/chair and how a good leader can make a difference in assisting new and especially younger faculty to obtain tenure and promotion.

Introduction

Important aspects of departmental leadership have been identified as dealing with politics of academia, encouraging teamwork, faculty recruitment/retention, faculty professional development, and motivating senior faculty to maintain their research activities. The other important issues for department heads/chairs are: providing new faculty with start-up money to facilitate initiation of their research, summer funding opportunities for research, travel money for presentation, assigning a graduate assistant, assigning a senior faculty as a mentor, released time, summer teaching, involving a faculty with committees at the University and national level, grant/proposal writing for external funding, and legal issues.

In reality, the department head/chair must be an effective leader to make a difference. Having the title of department head doesn’t qualify one as a good leader. He/she needs to actively demonstrate leadership skills to motivate a group of individuals to work together toward a common goal. He/she needs to actively demonstrate leadership skills in support of young academics in the tenure process. Faculty needs the department head support especially in the areas of teaching, research, and service. If the department operates smoothly and efficiently, it will be an optimal service to its students, college, university and community. The objective of this paper is to discuss some of the important issues associated with the leadership of a department head/chair to attain tenure and promotion for their faculty.

Developing Leadership Skills

A department head should discover what it takes to motivate the faculty and staff to over-achieve at work. There is a good chance that most department heads are quality leaders and they have a dependable and trustworthy faculty and staff. However, the fact is that they can do much more for their faculty, students and the profession. First of all, it is a good idea for a department

Proceedings of the 2004 American Society for Engineering Education Annual Conference & Exposition Copyright © 2004, American Society for Engineering Education

Kashef, A., & Sadat-Hossieny, M., & Rajai, M. (2004, June), The Educational Administrators' Impacts On The Tenure And Promotion Process Paper presented at 2004 Annual Conference, Salt Lake City, Utah. https://peer.asee.org/12941

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