Abstract: University departments are strategic, necessary, and relevant intermediary entities between governing executive teams and teaching/research staff. This study examines the scientific research regarding university department leadership, categorizing it into six main areas: (1) training for managerial performance; (2) external perception of departmental leadership; (3) the head of department; (4) the leadership team; (5) the elements to manage; and (6) managerial competencies. A systematic analysis of scientific literature published in Web of Science, Scopus, ScienceDirect, and Google Scholar was conducted, reviewing a total of 35 articles. The findings reveal the need for enhanced training in university management, a negative external perception of the position overly focused on the figure of the director, and personnel management emerging as the most contentious and significant element. The conclusions and discussion highlight numerous consensuses found in the analyzed articles, future research directions related to leadership training, positive perceptions, management teams, and leadership competencies. A noteworthy contradiction is also identified: the high demands imposed on directors by individuals who may never aspire to assume such roles themselves. Practical implications include guiding universities to design targeted training programmes, reinforce leadership teams, and improve decision-making processes to enhance departmental performance and institutional effectiveness.

Authorship

Download reference