Lions or lambs? How deans lead and manage their faculties at Indonesian universities

Leadership is a mysterious phenomenon often perceived as a critical factor in an organisation’s success. While mid-level leadership and management is fundamental to any organisation, this group of leaders and their management style remain under-researched. This study is one of the few that focuses on midlevel leadership in a particular kind of organisation, namely universities. The study investigates the managerial leadership styles of deans at Indonesian universities and aims to better understand the styles exhibited by deans as manifested in their behaviours. One general leadership style (the master style) and four specific leadership styles (the competitive consultant, the focused team captain, the consensual goal-setter and the informed trust-builder) are identified and described. Using the theory of reasoned action and of planned behaviour, in combination with the competing values framework on leadership behaviour, the study demonstrates that attitudes are the primary determinant of these five styles. Perceived behavioural control is an additional factor that explains some managerial leadership styles. The study also suggests that studying local faculty culture will be key in gaining a further understanding of the deanship styles. By understanding the attitudes of deans at Indonesian universities and, consequently, their leadership styles, universities worldwide can strengthen and ultimately empower their own deans' leadership capabilities