Leadership and culture in engineering programs: study at a Chilean university

The aim of this research study is to assess engineering faculty perception of their deans’ leadership styles and of the organizational culture present at their faculties. The perceptions of 35 academics from one Chilean university were compiled by applying a questionnaire based on the Bass and Avolio (MLQ) model and the Cameron and Quinn (OCAI) model. A descriptive analysis was performed. The results showed that engineering deans do not have a defined leadership, but showed occasional behaviors of three different styles (transformational, transactional, and passive/avoidant). Market culture, focused on academic results, was predominant over hierarchical, clan, and adhocracy culture.