Abstract: Indonesian higher education has experienced
significant changes over the last decade. In 1999, the government
published an overall strategy for decentralisation and enhancement of
local autonomy in many sectors, including (higher) education.
Indonesian higher education reforms have forced universities to
restructure their internal university governance to become more
entrepreneurial. These new types of internal university governance
are likely to affect the institutions’ leadership and management. This
paper discusses the approach and findings of a study on the
managerial leadership styles of deans in Indonesian universities. The
study aims to get a better understanding of styles exhibited by deans
manifested in their behaviours. Using the theories of reasoned action
and planned behaviour, in combination with the competing values
framework, a large-scale survey was conducted to gather information
on the deans’ behaviours, attitudes, subjective norms, and perceived
behavioural control. Based on the responses of a sample of 218
deans, the study identifies a number of leadership styles: the Master,
the Competitive Consultant, the Consensual Goal-Setter, the Focused
Team Captain, and the Informed Trust-Builder style. The study
demonstrates that attitudes are the primary determinant of the styles
that were found. Perceived behavioural control is a factor that
explains some managerial leadership styles. By understanding the
attitudes of deans in Indonesian universities, and their leadership
styles, universities can strengthen their management and governance,
and thus improve their effectiveness.