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    Context & Overview of Approaches to Assessing Faculty Effectiveness

    Links to readings below:

    Core Readings.

    Campbell, D. (March 2003). Leadership and academic culture in the senate presidency. American Behavioral Scientist, 46(7), pp. 946-959.

    Carson, M. (2006). Saying it like it isn't: The pros and cons of 360-degree feedback. Business Horizons, 49(5), pp. 395-402.

    Cordes, J.,  Dunbar, D. &  Gingerich, J. (May/June 2013). How to evaluate an effective faculty governance structure. Academe, 99(3), pp. 35-39.

    Ghorpade, J. (February 2000).  Managing five paradoxes of 360-degree feedback. Academy of Management Executive,14(1), pp. 140-150.

    Hubbell, L. (Fall 2010). Thankless but vital: The role of the faculty senate chair. Thought & Action, pp. 147-152.

    Examples of Assessment Tools.

    Additional Resources.

    Berk, R. R. (December 2009). Using the 360 degrees multisource feedback model to evaluate teaching and professionalism. Medical Teacher, 31(12), pp.1073-80.

    Dominick, P. G., Reilly, R. R. & McGouty, J. W. (December 1997). The effects of peer feedback on team member behavior. Group & Organization Management, 22(4), pp. 508-520.

    Drew, G. (2010). Issues and challenges in higher education leadership: Engaging for change. The Australian Educational Researcher, 37(3), pp.57-76.

    Helms, R. M. & Price, T. (2005). Who needs a faculty senate? Academe, 91(6), pp. 34-36.

    Kezar, A. (Fall 2004). What is more important to effective governance: Relationships, trust, and leadership, or structures and formal processes? New Directions for Higher Education, 2004 (127), pp. 35-46.

    Kezar, A. (November/December 2005). Consequences of radical change in governance: A grounded theory approach. Journal of Higher Education, 76(6), pp. 634-668.

    Minor, J. T. (March 2003). Assessing the senate. American Behavioral Scientist, 46(7), pp. 960-977.

    Peiperl, M. A. (January 2001). Getting 360° feedback right. Harvard Business Review, 79(1), p1p. 42-147.

    Pennock, L., Jones, G., Leclerc, J. & Li, S. X. (September 2015). Assessing the role and structure of academic senates in Canadian universities, 2000-2012. Higher Education, 70(3,) pp. 503-518.

    Polzer, J. T. (2008). Making diverse teams click. Harvard Business Review, 86(7/8), pp. 20-21.

    Rowlands, J. (November 2013). Academic boards: less intellectual and more academic capital in higher education governance? Studies in Higher Education, 38(9), pp. 1274-1289.

    Slater, R & Coyle, A. (2014). The governing of the self/the self-governing self: Multi-rater/source feedback and practices 1940–2011. Theory & Psychology, 24(2), pp. 233-255.

    Schoorman, D. & Acker-Hocevar, M. (August 2010). Viewing faculty governance within a social justice framework: Struggles and possibilities for democratic decision-making in higher education. Equity & Excellence, 43(3), pp. 310-325.

    Shattock, M. (July 2013). University governance, leadership and management in a decade of diversification and uncertainty. Higher Education Quarterly, 67(3), pp. 217-233.

    Stark, R., Korenstein, D. & Karani, R. J. (July 2008). Impact of a 360-degree professionalism assessment on faculty comfort and skills in feedback delivery. Journal of General Internal Medicine, 23(7), pp. 969-972.

    Stensaker, B. & Vabo, A. (2013). Re-Inventing shared governance: Implications for organisational culture and institutional leadership. Higher Education Quarterly, 67(3), pp. 256-274.

    Toma, J. D. (2007). Expanding peripheral activities, increasing accountability demands and reconsidering governance in US higher education. Higher Education Research & Development. 26(1), pp. 57-72.

    Trow, M. (1990). The academic senate as school for university leadership. Liberal Education, 76(1), pp. 23-27.

    Vilkinas, T & West, D. (August 2011). Leadership behaviour displayed by heads of school - its extent and importance. Journal of Higher Education Policy & Management, 33(4), pp. 347-361.

    Vilkinas, T & Peters, M. (2014). Academic governance provided by academic boards within the Australian higher education sector. Journal of Higher Education Policy and Management, 36(1), pp. 15–28.


    Adams, J. (2014) Background and leadership traits to effectively lead faculty senates in California Community Colleges.

    Archibald, J. G. (2011). The state of the faculty senate: Roles, responsibilities, and senate leadership (Order No. 3466149). Available from ProQuest Dissertations & Theses Global. (901907764). Retrieved from

    Maylett, T. M. (2005). The relationship of multi-rater feedback to traditional performance appraisals (Order No. 3213345). Available from ABI/INFORM Collection; ProQuest Dissertations & Theses Global. (305362568). Retrieved from

    Nooravi, S. S. (2010). Transforming high-silo, low-feedback organizational cultures: Using 360-degree feedback and coaching to maximize potential in individuals, groups, and cultures. Order No. 3388669 Alliant International University, Fresno, 2010. Ann Arbor: ProQuest. Web. 5 Feb. 2017.

    Williams, M. (2015). The relationship between organizational governance and faculty governance in higher education: A national study of shared governance. Order No. 3737367 Texas A&M University - Corpus Christi, 2015. Ann Arbor: ProQuest. Web. 29 Oct. 2016.

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