The transition experience of faculty members into academic leadership
The purpose of this case study was to understand the lived experiences of faculty members as they transitioned into the academic leadership role of chair. The case study design was used to provide an intensive bounded analysis of the real-life transition experiences of new chairs. Seven new chairs provided data through two interviews each and documents including their resumes, calendars, and appointment letters. By bounding the case study to the University of Missouri, the data provided a rich dataset which captured the collective experience of transitioning into academic leadership, the complexities of their transitions, and how they navigate the transitional challenges. Three primary themes emerged from the data: Theme I: Transition is a Multifaceted Departure, Theme II: Leadership is Interpersonal, and Theme III: Chairs are Finding their Way. I delineated the collective experience of chairs at the University of Missouri to leadership. I reflected their strategies to navigate this path and discussed the resources that are provided to support them along the way. This increased understanding of the transition process and its associated challenges will improve the policy and practice in the appointment of department chairs, and it will inform perspective chairs of the obstacles that other chairs have experienced. The major policy implications of this study are that earlier appointment of chairs provides more time to prepare for the role and allows greater time to design a succession plan with collaborating predecessors. In addition, the leadership should provide need-based support system on the required competency areas for incoming chairs.