Campus Access Only

All rights reserved. This publication is intended for use solely by faculty, students, and staff of University of the Pacific. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, now known or later developed, including but not limited to photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the author or the publisher.

Date of Award


Document Type

Dissertation - Pacific Access Restricted

Degree Name

Doctor of Education (Ed.D.)


Educational Administration and Leadership

First Advisor

Fred Muskal

First Committee Member

Dennis Brennan

Second Committee Member

Steven Davis

Third Committee Member

Ron Hoverstad


The purpose of this study was to identify and describe leadership styles and influence behavior tactics used by college deans with their faculty members. Each of the 104 faculty member respondents completed the Influence Behavior Questionnaire Target-2000 a questionnaire. The IBQ Target-2000 measured the use of influence behavior tactics by deans as interpreted by faculty members. The findings of the study concluded that deans lead and faculty members follow by way of differing influence behavior tactics. The findings suggest that, more times than not, the deans influence attempts resulted in complete commitment by the faculty members. It was also found that deans prefer to utilize certain influence behavior tactics more than others. Generally, deans used Rational persuasion, Consultation, and Inspiration tactics approximately twice as often as Exchange tactics, Personal appeals, and Pressure tactics. It was found that the dean's choice and use of influence behavior tactics are dependent, to some degree, on the faculty member's gender or academic status. Furthermore, it was concluded that deans from non-unionized colleges, small colleges and private colleges utilize differing types of influence behavior tactics than their counterparts at unionized, large, public colleges. Finally, it was concluded that deans utilize influence behavior tactics differently with tenured faculty than non-tenured faculty. The study raised some interesting questions that merit further inquiry and study. In summation, there is a perception among faculty members that deans do not use influence behavior tactics uniformly. Other relationships, theories, hypotheses or conclusions remain unsettled at this point in time.




9780493155159 , 0493155155

To access this thesis/dissertation you must have a valid email address and log-in to Scholarly Commons.

Find in PacificSearch Find in ProQuest



If you are the author and would like to grant permission to make your work openly accessible, please email


Rights Statement

Rights Statement

In Copyright. URI:
This Item is protected by copyright and/or related rights. You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).