Theses and Dissertations Collection

The purpose of this single-case study is to explore the ethical leadership and decision-making of the faculty department chair (FDC) in higher education. The FDC as entry-level leader is required to produce multifarious results at a high level, while operating in far-reaching contexts, and are appraised and culpable to a legion of diverse stakeholders. The FDC also navigates the dualistic dichotomy of their role as administrative task manager and faculty leader. Through the shared experiences of ten co-participants, themes emerge which illuminate the tensions inherent in this position as the FDC acts as an extension of administration and as a faculty leader to advance the mission of the university and college while also acting as a peer leader within the department. Authentic Transformational Leadership and consideration to ethics related to Ethics of Justice, of Care, of Critique, and of the Profession provide lenses with which to examine how the FDCs make ethical decisions in this seemingly oppositional role. Careful analysis of results in the culmination of this study illuminate consistent themes of a Faculty Department Chair’s lived experience, and inform an Ethics of Profession that may be applied by faculty who find themselves in this leadership role so that they may better navigate the challenges of the position.