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This qualitative study examines chairs’ experiences while enacting dual responsibilities as managers and scholars. Using a basic interpretive design, the research interviews 10 department chairs from a medium-sized Canadian university. 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Armstrong and Vera E. Woloshyn Brock University  \nAbstract  \nThe department chair is a complex middle-management position located atthe organizational fulcrum between faculty and senior administration. This qualitative study sought to develop a deeper understanding of chairs’ experiences when enacting their dual roles as managers and scholars. Using a basic interpretative study design, we interviewed 10 department chairs from a medium-sized Canadian university. The participants identified three interrelated areas of challenge: managing position, managing people, and managing self. We discuss the tensions and ambiguities inherent within these themes, along with specific recommendations for supporting this position.  \nRésumé  \nLe poste de directeur de département est un poste de cadre intermédiaire complexe. Il se situe dans la sphère organisationnelle, comme un pont entre une faculté et l’administration supérieure. La présente étude qualitative vise à développer une meilleure compréhension du vécu des directeurs, qui doivent concilier le rôle de gestionnaire et celui de savant. Par le truchementd’une étude interprétative de base, nous avons interviewé dix directeurs dedépartement d’une université canadienne de taille moyenne. Les participantsont relevé trois aspects liés aux défis rencontrés, soit la gestion du poste, lagestion des individus et la gestion de soi. Nous discutons des tensions et desambiguïtés inhérentes à ces thèmes, et nous émettons des recommandationsprécises afin de bien encadrer les personnes qui comblent ce poste.  \nCJHE / RCES Volume 47, No. 1, 2017  \nExploring the Tensions and Ambiguities / D. E. Armstrong & V. E. Woloshyn 98  \nIn most Canadian postsecondary institutions, faculty are encouraged and expected to serve in a variety of leadership capacities, including that of department chair. Department chairs represent the largest administrative sector in higher education, and the quality and well-being of academic units are often attributed to their effectiveness (Normore & Brooks, 2014; Wolverton, Ackerman, & Holt, 2005). Worldwide, many universities are facing increased public scrutiny and are undergoing systemic changes consistent with corporate cultures that privilege marketization, efficiency, entrepreneurship, and executive-style leadership (De Boer, Geodegebuure, & Meek, 2010; Normore & Brooks, 2014). The interpenetration of business and educational values has created new challenges and ambiguities for middle managers such as department chairs, who are tasked with implementing new institutional policies, procedures, and directives while administering and representing their units (American Council on Education, 2014; Block, 2014; Carroll & Wolverton, 2004).  \nWhile substantial advances have been made in understanding department chairs’ duties and role expectations (Bryman, 2007; Czech & Forward, 2010), this research originates primarily from the US. Furthermore, few studies have focused on the perspectives of role incumbents (for exceptions, see Acker, 2012; Berdrow, 2010; Boyko, 2009; Floyd, 2012), despite calls for such analyses (Boyko & Jones, 2010) . This is especially true for studies exploring the role enactment of the department chair within Canadian postsecondary institutions, where the position differs from its US and international counterpartsin terms of its configuration as a largely temporary, service-oriented role, typically within a negotiated collective agreement (Boyko & Jones, 2010). This article reports on the lived experiences of 10 department chairs at one Canadian university and the tensions and ambiguities they encountered in enacting their roles. We begin by drawing from U.S. and international studies to provide a brief overview of department chairs’ roles and relat","cbCaimLIzN3vwcBQ","https://ap.wps.com/l/cbCaimLIzN3vwcBQ","pdf",201330,17,"English","# Abstract\n## Department chair as a middle-management role\n## Study design and participants\n## Interrelated challenge themes\n## Tensions, ambiguities, and recommendations","[{\"question\":\"What is the main focus of the study on university department chairs?\",\"answer\":\"It explores the tensions and ambiguities department chairs experience while performing dual roles as managers and scholars.\"},{\"question\":\"How was the research conducted and who participated?\",\"answer\":\"The study used a basic interpretive qualitative design and interviewed 10 department chairs from a medium-sized Canadian university.\"},{\"question\":\"What three interrelated areas of challenge did participants identify?\",\"answer\":\"Participants identified managing the position, managing people, and managing self as three interconnected areas of challenge.\"}]","Exploring the Tensions and Ambiguities of University Department Chairs | PDF",1792083564,43]