DEPARTMENTAL CHAIRS

I. Academic Leadership
Chairs of Departments/Divisions/Schools play a vital academic leadership and administrative role in the operation of
the University. A complex and changing University with departments of varying size and responsibilities must have a
flexible and dynamic approach to its administrative structure and functions. Nonetheless, the over-arching role of the
chair is to foster and maintain an ambience in the department in which education, scholarship and service can
flourish. A Chair has a responsibility to advocate, promote and articulate the Department's interests in all aspects of
University affairs, but must also be committed to and supportive of the broader interests of the University.
Individual Chairs have different sets of responsibilities and different styles of leadership and management by which
those responsibilities are carried out. But there are some elements which seem to be common characteristics of most
(successful) Chairs.
As both academic leaders and managers, Chairs are in frequent interaction with students, staff, faculty and
others. Success can only be achieved through the exercise of effective human relations skills such as
communication and consultation.
The Chair has the authority to make decision sin carrying out her/his role, but a truly effective Chair
manages by building consensus, by stimulating and motivating others, by suggested rather than imposed
actions, by being diplomatic and by knowing when and how to take a firm stand or make a difficult decision.
Much of the work of a Department is carried out by the delegation of responsibility by the Chair to others
who must be given both the means and the freedom to act effectively. In this regard, Chairs must invest a
good deal of effort in facilitating and supporting the activities of others and play an effective role in
coordinating such activities.
As faculty members, Chairs are expected to be active scholars, participating in teaching and research, to the
limit permitted by their other responsibilities. As scholars and educators, Chairs should be alert to the role
they play as a model for other faculty.
II. Responsibilities
It is recognized that the needs of Departments vary, among themselves and over time, and accordingly the priorities
and specific responsibilities expected of a Chair should be agreed to in advance of each term of office. At the time of
appointment and thereafter at the request of either, the Chair and Dean, in consultation with the Department, will
formally agree on a specific set of activities which will constitute the Chair's responsibilities.
In general, the Chair is responsible for ensuring that the following set of operational activities is carried out within the
Department. The Chair's activities are not limited to those listed below, and may include activities on behalf of the
College, University, or other organizations.
III. General Administration
a.
b.
c.
d.
e.

f.
g.
h.

The Chair is directly responsible to the Dean for the operation of the Department, including all academic,
budgetary and personnel matters.
The Chair has responsibility for ensuring that the commitments of the department are fulfilled, and that the
regulations of Senate and the administrative regulations of the University are adhered to.
The Chair represents the interests of the Department at the Faculty/College, Senate and University level and
is responsible for developing and sustaining a Departmental commitment of the goals of the University.
The Chair is responsible for providing leadership in the development and review of undergraduate and
graduate curricula and programs within the context of overall University goals.
The chair, having consulted with faculty, is ultimately responsible for ensuring that all teaching
responsibilities are carried out effectively, including the academic advising and counselling of students, and
for the assignment of all teaching responsibilities.
The Chair has responsibility for the allocation and effective use of budgetary, personnel, equipment, space
and other resources.
The Chair is responsible for presenting Departmental resource needs to the administration.
A major responsibility of the Chair is to establish effective communication to ensure that the Department is
well informed on relevant issues and the Chair is well informed on the concerns of the Department. Regular

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j.

meetings of the Department (generally not fewer than two per term), not all of which are limited to faculty,
will be a part of this communication strategy. It is also important that the broader community be made aware
of significant Department activities.
The Chair is encouraged to share responsibility for Department activities with faculty, staff and students by
appropriate delegation to individuals and Departmental committees.
The Chair is responsible for maintaining effective communication with students in the Department's courses
and programs, for involving them, as appropriate, in Department activities and discussions, and for
responding to complaints and concerns raised by students.

IV. Personnel
a.
b.
c.

d.

e.

f.

Recruitment of regular faculty -- The recruitment of faculty of the highest quality is of the utmost importance
to the strength and long-term success of the Department.
Recruitment of staff -- The Chair has responsibility either personally or by delegation of authority, for hiring
and supervising all Departmental staff, permanent or contractually limited, full-time or part-time.
Tenure and Promotions -- The Department Chair should play an active role on the Department tenure and
promotions committee, which is responsible for evaluating faculty members. In this regard, particular care is
required in properly evaluating the contributions of faculty involved in inter-disciplinary or inter-departmental
activities. Chairs should provide personal feedback to faculty members.
Evaluation of staff -- The Chair has responsibility to ensure that evaluation and performance reviews of staff
members are carried out according to established mechanisms, through the appropriate management
structure within the Department.
Faculty and Staff development -- The Chair has responsibility to facilitate the career development of both
faculty and staff by working with them, or the appropriate staff supervisor, in the development and
attainment of career goals.
The Chair of a Department has authority to make decisions in carrying out these responsibilities. When the
Chair's decision is contrary to the announced wishes of a substantial portion of the Department, the Chair
should make this fact known to the Department and to the Dean.