The way deans run their faculties in Indonesian universities

References

• Ajzen, I. (1988). Attitudes, personality, and behavior. Milton Keynes: Open University Press.
   Google Scholar
• Ajzen, I., & Fishbein, M. (1980). Understanding attitude and predicting social behavior. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Babbie, E. (2010). The practice of social research (12th ed.). Belmont, CA: Wadsworth.
   Google Scholar
• Becher, T., & Trowler, P. R. (2001). Academic tribes and territories (2nd ed.). Buckingham: Open University Press.
   Google Scholar
• Beerkens, E. (2002). Moving toward autonomy in Indonesian higher education. International Higher Education, 29, 24–25. Retrieved from http://www.beerkens.info/files/Beerkens_Autonomy%20in%20Indonesia_IHE_2002.pdf
   Google Scholar
• Billari, F. C., & Philipov, D. (2005, July 18–23). The influence of attitudes, subjective norms and perceived behavioural control on union formation intentions. Paper presented at the International Union for the Scientific Study of Population XXV International Population Conference, Tours, France. Retrieved from http://iussp2005.princeton.edu/papers/51668
   Google Scholar
• Bowen, J. R. (1986). On the political construction of tradition: Gotong Royong in Indonesia. The Journal of Asian Studies, 45, 545–561. Retrieved from http://www.jstor.org/stable/2056530
   Web of Science ®Google Scholar
• Cameron, K., & Quinn, R. (2006). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Cameron, K., Quinn, R. E., Degraff, J., & Thakor, A. V. (2006). Competing values leadership: Creating value in organizations. Cheltenham: Edward Elgar.
   Google Scholar
• Cooper, R. B., & Quinn, R. E. (1993). Implication of the competing values framework for management information systems. Human Resource Management, 32, 175–202.
   Web of Science ®Google Scholar
• De Boer, H., & Goedegebuure, L. (2009). The changing nature of the academic deanship. Leadership, 5, 347–364. doi:10.1177/1742715009337765
   Web of Science ®Google Scholar
• Del Favero, M. (2006a). An examination of the relationship between academic discipline and cognitive complexity in academic deans’ administrative behaviour. Research in Higher Education, 47, 281–314. doi:10.1007/s11162-005-9389-x
   Web of Science ®Google Scholar
• Del Favero, M. (2006b). Disciplinary variation in preparation for the academic dean role. Higher Education Research & Development, 25, 277–292. doi:10.1080/07294360600793069
   Google Scholar
• DiFronzo, N. C. (2002). The academic dean. Retrieved from www.newfoundations.com/OrgTheory/DiFronzo721b.html
   Google Scholar
• Directorate General of Higher Education. (2008). Universitas [Universities]. Retrieved from http://www.dikti.go.id/?page_id=793&lang=id
   Google Scholar
• Fishbein, M., & Ajzen, I. (2010). Predicting and changing behavior: The reasoned action approach. New York, NY: Psychology Press.
   Google Scholar
• Gmelch, W. H., & Wolverton, M. (2002, April). An investigation of dean leadership. Paper presented at the Annual Meeting of the American Educational Research Association, New Orleans, LA.
   Google Scholar
• Hale, J. L., Householder, B. J., & Greene, K. L. (2003). The theory of reasoned action. In J. P. Dillard & M. Pfau (Eds.), The persuasion handbook: Developments in theory and practice (pp. 259–286). Thousand Oaks, CA: Sage.
   Google Scholar
• Heathfield, S. (2001). 360 degree feedback: The good, the bad, and the ugly. Retrieved from http://humanresources.about.com/od/360feedback/a/360feedback.htm
   Google Scholar
• Hooijberg, R., & Petrock, F. (1993). On cultural change: Using the competing values framework to help leaders execute a transformational strategy. Human Resource Management, 32, 29–50. doi:10.1002/hrm.3930320103
   Web of Science ®Google Scholar
• House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P. W., Falkus, S. A., & Ashkanasy, N. M. (1999). Cultural influences on leadership and organizations: Project Globe. In W. H. Mobley, M. J. Gessner, & V. Arnold (Eds.), Advances in global leadership (2nd ed., pp. 171–233). Emerald: Bingley.
   Google Scholar
• Hrubes, D., Ajzen, I., & Daigle, J. (2001). Predicting hunting intentions and behavior: An application of the theory of planned behavior. Leisure Sciences, 23, 165–178.
   Web of Science ®Google Scholar
• Irawanto, D. W. (2009). An analysis of national culture and leadership practices in Indonesia. Journal of Diversity Management, 4, 41–48.
   Google Scholar
• Kabacoff, R. I., & Stoffey, R. W. (2001, April). Age differences in organizational leadership. Paper presented at the 16th Annual Conference of the Society for Industrial and Organizational Psychology, San Diego, CA. Retrieved from http://www.mrg.com/uploads/PDFs/age_and_leadership_2012.pdf
   Google Scholar
• Kalliath, J., Bluedorn, A. C., & Gillespie, D. F. (1999). A confirmatory factor analysis of the competing values instrument. Educational and Psychological Measurement, 59, 143–158. doi:10.1177/0013164499591010
   Web of Science ®Google Scholar
• Kraft, P., Rise, J., Sutton, S., & Røysamb, E. (2005). Perceived difficulty in the theory of planned behaviour: Perceived behavioural control or affective attitude? British Journal of Social Psychology, 44, 479–496. doi:10.1348/014466604X17533
   PubMed Web of Science ®Google Scholar
• Ngo, J. (2013). Lions or lambs. How deans lead and manage their faculties at Indonesian universities (Doctoral dissertation). University of Twente. doi:10.3990/1.9789036534666
   Google Scholar
• Nizam. (2006). Indonesia: The need for higher education reforms. In UNESCO (Ed.), Higher education in South-East Asia (pp. 35–68). Bangkok: UNESCO. Retrieved from http://unesdoc.unesco.org/images/0014/001465/146541e.pdf
   Google Scholar
• Quinn, R. E. (1988). Beyond rational management: Mastering the paradoxes and competing demands of high performance. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Rosener, J. B. (1990). Ways women lead. Harvard Business Review, 68, 119–125.
   PubMed Web of Science ®Google Scholar
• Spillane, J. P. (2005). Distributed leadership. The Educational Forum, 69, 143–150.
   Google Scholar
• Thomas, H., & Fragueiro, F. (2011). The dean’s many roles. Retrieved from www.aacsb.edu/publications/Archives/MayJun11/54-59DeansManyRoles.pdf
   Google Scholar
• Verheul, H. (2002). Higher education reform in Indonesia. In M. Jong, K. Lalenis, & V. Mamadouh (Eds.), The theory and practice of institutional transplantation: Experiences with the transfer of policy institutions (pp. 185–198). Dordrecht: Springer.
   Google Scholar
• Welch, A. R. (2007). Blurred vision? Public and private higher education in Indonesia. Higher Education, 54, 665–687. doi:10.1007/s10734-006-9017-5
   Web of Science ®Google Scholar
• Wolverton, M., Gmelch., W. H., Montez., J., & Nies, C. T. (2001). The changing nature of academic deanship. ASHE-ERIC Higher Education Research Report, 28(1). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Yukl, G. A. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Pearson.
   Google Scholar