| Shared governance is seen by higher education professionals as a necessity to effectively run a university. This form of governance requires that faculty at institutions of higher education have the primary responsibility over curriculum, subject matter, methods of instruction, research, faculty status, and aspects of student life which relate to the education process (American Association of University Professors [AAUP], 2011).;In order to garner the benefits of shared governance, faculty and administrators, plus governance boards should exchange information and opinions freely and often. Governance bodies should be created that facilitate communication among faculty, administrators, and governance boards (AAUP, 2011). In addition, Jenkins and Jensen (2010) argued that faculty members must be willing to commit time and energy to work and cooperate with the administration. Unless faculty members work on committees, spend hours reviewing documents and express informed points of view, sharing responsibility for governing the institution cannot succeed. Today shared governance may be weakened by the increased reliance on adjunct faculty members who may rarely be expected or given the opportunity to participate in institutional governance. This often leads to situations in which there are too few full-time faculty members to share the responsibility of governing the institution. The goal of this study was to determine if a relationship exists between academic administrators' leadership styles and two variables. These variables included faculty's level of participation in governance and faculty's satisfaction of shared governance. In addition, this study compared levels of participation in governance and the satisfaction of shared governance between full-time and adjunct faculty members. |
