It takes two to tango: phenomenologizing relational roles of academic deans and program chairs in the Philippines

Managing academic affairs encompasses overwhelming array of tasks. Cognizant of the interesting and challenging position occupied by the deans and program chairs, this paper shed some light to help illuminate the way our academic leaders manage relationship in the university.  The purpose of this phenomenological study was to explore the lived experiences of academic deans and program chairs of Quirino State University, Cabarroguis, Campus as they manage relationships in their institution. Further, it described the typical roles they portray as leaders and managers in their organization. Driven by the questions, “How is your relationship with the administrators, subordinates and students? How do you encourage collaboration with and among your subordinates? In what ways do you manage relationship with yourself, with your subordinates, and with your superiors? , a series of in-depth, semi-structured interviews were conducted. Further, four interesting themes emerged on the roles portrayed by academic leaders namely: a) people-centered leader, b) value-driven leader, c) goal-driven leader, and d) power-centered leader. However, the emerged roles revealed by the deans and program chairs invite for a more empirical study to measure its universality across a more collective participants.