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"Academic leaders may be in the least studied and most misunderstood management position in the world," authors Gmelch and Miskin state. Although chairs come to the position for varied reasons, few come with any specific leadership training. Once in the position, they are critiqued, judged, and evaluated by both their faculty and administrators—groups which frequently have conflicting criteria.

Based upon their extensive study of the demands on and needs of chairs, the authors have distilled their findings into a practical and highly accessible volume to guide chairs in their growth. Despite the varied paths to the position, the authors state that all chairs find themselves in an environment distinct from their former facultly situation.

One of the most dramatic changes is that chairs need the ability to switch from one task or situation to another very quickly, and must develop a facility for refocusing. As chairs, individuals assume four basic roles: faculty developer, manager, leader, and scholar. Because of these roles and the need to quickly refocus, Gmelch and Miskin advocate becoming a swivel chair. They state: "To balance their roles, chairs must learn to swivel without appearing dizzy, schizophrenic, or ‘two-faced.’".
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Foreword by Alan T. Seagren

The first edition of this bestselling guide has helped thousands of chairpersons effectively lead their departments This new edition has been significantly revised and expanded while keeping its focus on practical application.

Now organized into six parts, this second edition contains best practices and ideas from some of today s leading scholars as well as information on some of the newer challenges and responsibilities for department chairpersons, including:

• Developing a departmental vision
  
• Working with constituents
  
• Retaining students
  
• Conflict management
  
• Mentoring faculty
  
• Post-tenure review

Written to assist chairpersons in carrying out their duties, each concise chapter presents advice and suggestions useful to all chairpersons, especially those new to the position. Readers are provided with the expectations of the chair role as well as examples for handling specific tasks. In addition, this book encourages chairpersons to analyze their departments and develop their own approaches to solving problems or improving their departments.

Rich with checklists, tables, and sample forms, as well as expanded information on the key areas of chair work--department management; interacting with faculty, students, and upper administration; financial matters; legal issues; assessment and evaluation--this invaluable resource will help guide chairpersons through the many responsibilities of their position.

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The department chair position has changed dramatically in recent years. What was largely a management function accompanied by representation responsibilities and the usual unit evolution in the form of occasional new courses and faculty replacement has been altered by the multiple aspects of the accountability movement in the 1990s. Much of the old work and traditional responsibilities remain for the 21st century chair, but they are now accompanied by emerging challenges requiring new skills. This book is intended to provide new, existing, and potential department chairs with some historical perspectives and practical suggestions as they face a higher education enterprise that is undergoing significant changes from past practice.

Contents include:
• The chair then, now, and soon to be
• Characteristics of effective chairs
• Remaining professionally viable
• The chair as keeper of information
• Quality assurance
• Staying legal
• Staying sane
• Communication
• Working with faculty, the dean, and other administrators
• Student interactions
• Staffing the department
• Recruiting and retaining faculty
• Faculty culture
• Guiding faculty careers
• Faculty evaluation
• Fiscal constraints
• Strategic planning
• The chair as entrepreneur
• Preparing to lead change
• Understanding and overcoming resistance to change
• Chair selection and development
• Exiting the chair position
• Benefits of serving as chair
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