An executive role study : investigating Expectation Enactment in the role of the Chancellor of the University of the Nations, Kona

• Main Author: Early, Gene
• Published: Open University 1999
• Subjects: 658; Programs
• Online Access: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.326572

This research created an Expectation Enactment Analysis, which was used to study the Chancellor of a Christian, faith-based, missions-oriented university. The study was grounded in the field of managerial work, jobs, and behaviour. It also drew on symbolic interactionism, role theory, role identity theory, and enactment theory. The framework for Expectation Enactment Analysis contains seven components viewed from three perspectives. The components are 1) identification of contextual parameters, 2) Role Episode analyses, 3) interviews of the Chancellor and his Role Set Members, 4) identification of Managerial Agenda items, tasks, and activities, 5) identification of three Expectation Enactment Programs, 6) expectations enacted, and 7) Impact Analysis. The three perspectives are organizational, interpersonal, and personal. This Analysis developed the Expectation Enactment Program model-an open systems, role construct--integrating the managerial agenda as an internal standard for internal processing and external performance. Additionally, the Analysis linked external performance to expectation enactment and the Role Incumbent's impact on the organization, his Role Set Members, and himself. The study employed a naturalistic, "inquiry from the inside" approach characterised by a longitudinal, field based, case study format relying on qualitative methods. It was an exploratory study designed to create a conceptual framework for further developing an understanding of managerial roles. This methodology involved intensive participation on the part of the researcher. As a result, it extends this type of research only occasionally seen in the field of managerial work, jobs, and behaviour. Expectation Enactment Analysis integrates work from a breadth of related disciplines. Such an Analysis offers the possibility of understanding 1) the functioning of a Role Incumbent in role, 2) the impact of that functioning on an organization, Role Set Members, and him/herself, and 3) potential leverage points for creating change within the organization through the Role Incumbent. The Analysis offers future possibilities for application in research, management education, and executive development.