Lions or lambs? : how deans lead and manage their faculties at Indonesian university

Abstract

To all my family, especially to my mother, whose loving-kindness and courage are phenomenal; and to my late father, whose wisdom and patience continue to inspire me to this day. Acknowledgements ix ACKNOWLEDGEMENTSI can imagine how some may have smiled or even scratched their heads when they read 'lions or lambs' as metaphors for the leadership qualities in the Indonesian deanship styles. In a leadership context, leaders' lion-like qualities symbolise strength, aggressiveness, competitiveness, and clear direction in terms of planning and goal-setting. In contrast, leaders' lamb-like qualities symbolise humility, family-likeness, group orientation, and consensus.For this dissertation, 'lions' and 'lambs' are the secret codes for the completion of my PhD journey. In the process of writing of this dissertation, I faced difficult and challenging experiences that forced me to act as a lion. In wintry and turbulent times, I had to be strong, courageous, and highly motivated to persevere, write, and complete the dissertation. At the same time, I needed to have a heart full of compassion and to be as patient as a lamb to accomplish my academic goals. By writing the dissertation, I learned how to make my overwhelming challenges part of my glorious life.It has taken a long time to write this dissertation. The realisation of this PhD thesis would not have been possible without the supervision, encouragement, and support of many individuals and organisations. Therefore, I ask in advance for forgiveness if I miss to acknowledge some people or organisations. I owe you nonetheless.First, I would like to express my deep appreciation to my promoter Prof. dr. Jürgen Enders and my supervisor Dr. Harry de Boer for their constructive criticisms, fruitful feedbacks, and scholarly guidance. I would like to acknowledge Harry's invaluable advice, unflinching encouragement, and ceaseless support given me throughout the entire years of my PhD journey. I would forever remain grateful for your great contributions. I would like to thank Jürgen, particularly in the final years of my PhD, for bringing more 'spices' to balancing and blending 'flavours' in my dissertation.It is equally important to extend my gratefulness to all other members of CHEPS who showed me a warm welcome and generous hospitality as part of a big CHEPS family that made me feel like I was home. I thank each and every one of you without exception! Table 2 Factor analysis of the eight managerial leadership roles based on the CVF (value ≥ 0.3, p < 0.05) 264 Table 3 Factor analysis of the four dimensions based on the CVF (value ≥ 0.3, p < 0.05) 266 Table 4 Factor analysis of the two leadership roles within the clan quadrant of CVF (value ≥ 0.5, p < 0.05) 267 Table 5 Factor analysis of the two leadership roles within the adhocracy quadrant of CVF (value ≥ 0.5, p < 0.05) 267 Table 6 Factor analysis of the two leadership roles within the market quadrant of CVF (value ≥ 0.5, p < 0.05) 268 Table 7 Factor analysis of the two leadership roles within the hierarchy quadrant of CVF (va...

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