| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 400 | 112 | 28 | 32 | 37 | 5 | 5 | 2 | 31 | 4.27 | |
| Q2 | actively promotes an environment for teaching excellence. | 400 | 112 | 28 | 28 | 34 | 9 | 2 | 0 | 39 | 4.25 | |
| Q3 | consults the faculty adequately before making important decisions. | 400 | 112 | 28 | 25 | 36 | 9 | 2 | 3 | 37 | 4.15 | |
| Q4 | makes excellent administrative appointments. | 400 | 112 | 28 | 12 | 9 | 13 | 2 | 2 | 74 | 3.72 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 400 | 111 | 28 | 15 | 13 | 7 | 1 | 3 | 72 | 4.15 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 400 | 112 | 28 | 21 | 25 | 7 | 2 | 2 | 55 | 4.20 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 400 | 112 | 28 | 28 | 31 | 8 | 5 | 2 | 38 | 4.21 | |
| Q8 | manages the college's / schools's resources well. | 400 | 111 | 28 | 26 | 29 | 10 | 1 | 3 | 42 | 4.21 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 400 | 110 | 28 | 9 | 9 | 6 | 3 | 2 | 81 | 3.89 | |
| Q10 | inspires confidence in leadership overall. | 400 | 112 | 28 | 33 | 41 | 7 | 5 | 1 | 25 | 4.24 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 108 | 33 | 31 | 6 | 9 | 0 | 4 | 0 | 14 | 4.11 | |
| Q2 | actively promotes an environment for teaching excellence. | 108 | 33 | 31 | 5 | 7 | 3 | 2 | 0 | 16 | 4.00 | |
| Q3 | consults the faculty adequately before making important decisions. | 108 | 33 | 31 | 4 | 8 | 2 | 2 | 1 | 16 | 3.94 | |
| Q4 | makes excellent administrative appointments. | 108 | 33 | 31 | 4 | 1 | 2 | 1 | 0 | 25 | 4.50 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 108 | 33 | 31 | 4 | 0 | 2 | 1 | 0 | 26 | 4.62 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 108 | 33 | 31 | 6 | 5 | 1 | 0 | 1 | 20 | 4.40 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 108 | 33 | 31 | 6 | 7 | 2 | 1 | 1 | 16 | 4.14 | |
| Q8 | manages the college's / schools's resources well. | 108 | 33 | 31 | 6 | 5 | 2 | 0 | 1 | 19 | 4.30 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 108 | 33 | 31 | 2 | 0 | 3 | 0 | 2 | 26 | 3.00 | |
| Q10 | inspires confidence in leadership overall. | 108 | 33 | 31 | 6 | 10 | 1 | 2 | 0 | 14 | 4.15 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 62 | 24 | 39 | 5 | 11 | 2 | 0 | 2 | 4 | 4.05 | |
| Q2 | actively promotes an environment for teaching excellence. | 62 | 24 | 39 | 4 | 11 | 3 | 0 | 0 | 6 | 4.05 | |
| Q3 | consults the faculty adequately before making important decisions. | 62 | 24 | 39 | 5 | 10 | 2 | 0 | 2 | 5 | 4.05 | |
| Q4 | makes excellent administrative appointments. | 62 | 24 | 39 | 1 | 2 | 4 | 0 | 2 | 15 | 3.12 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 62 | 23 | 37 | 1 | 4 | 2 | 0 | 1 | 15 | 3.75 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 62 | 24 | 39 | 3 | 7 | 2 | 1 | 1 | 10 | 3.93 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 62 | 24 | 39 | 6 | 9 | 2 | 1 | 1 | 5 | 4.11 | |
| Q8 | manages the college's / schools's resources well. | 62 | 24 | 39 | 3 | 11 | 2 | 0 | 2 | 6 | 3.95 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 62 | 24 | 39 | 1 | 3 | 1 | 2 | 0 | 17 | 3.67 | |
| Q10 | inspires confidence in leadership overall. | 62 | 24 | 39 | 6 | 12 | 3 | 0 | 1 | 2 | 4.08 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 40 | 7 | 18 | 2 | 1 | 1 | 0 | 0 | 3 | 4.50 | |
| Q2 | actively promotes an environment for teaching excellence. | 40 | 7 | 18 | 2 | 1 | 1 | 0 | 0 | 3 | 4.50 | |
| Q3 | consults the faculty adequately before making important decisions. | 40 | 7 | 18 | 0 | 2 | 1 | 0 | 0 | 4 | 3.75 | |
| Q4 | makes excellent administrative appointments. | 40 | 7 | 18 | 0 | 0 | 2 | 0 | 0 | 5 | 3.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 40 | 7 | 18 | 0 | 1 | 1 | 0 | 0 | 5 | 3.50 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 40 | 7 | 18 | 0 | 2 | 1 | 0 | 0 | 4 | 3.75 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 40 | 7 | 18 | 1 | 2 | 1 | 0 | 0 | 3 | 4.00 | |
| Q8 | manages the college's / schools's resources well. | 40 | 7 | 18 | 1 | 1 | 1 | 0 | 0 | 4 | 4.00 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 40 | 6 | 15 | 0 | 1 | 1 | 0 | 0 | 4 | 3.50 | |
| Q10 | inspires confidence in leadership overall. | 40 | 7 | 18 | 1 | 2 | 1 | 0 | 0 | 3 | 4.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 39 | 6 | 15 | 0 | 1 | 0 | 0 | 0 | 5 | 4.00 | |
| Q2 | actively promotes an environment for teaching excellence. | 39 | 6 | 15 | 0 | 1 | 0 | 0 | 0 | 5 | 4.00 | |
| Q3 | consults the faculty adequately before making important decisions. | 39 | 6 | 15 | 0 | 0 | 1 | 0 | 0 | 5 | 3.00 | |
| Q4 | makes excellent administrative appointments. | 39 | 6 | 15 | 0 | 0 | 1 | 0 | 0 | 5 | 3.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 39 | 6 | 15 | 0 | 1 | 0 | 0 | 0 | 5 | 4.00 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 39 | 6 | 15 | 0 | 0 | 1 | 0 | 0 | 5 | 3.00 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 39 | 6 | 15 | 0 | 0 | 1 | 0 | 0 | 5 | 3.00 | |
| Q8 | manages the college's / schools's resources well. | 39 | 6 | 15 | 0 | 0 | 1 | 0 | 0 | 5 | 3.00 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 39 | 6 | 15 | 0 | 0 | 0 | 0 | 0 | 6 | ||
| Q10 | inspires confidence in leadership overall. | 39 | 6 | 15 | 0 | 0 | 1 | 0 | 0 | 5 | 3.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 27 | 8 | 30 | 3 | 5 | 0 | 0 | 0 | 0 | 4.30 | |
| Q2 | actively promotes an environment for teaching excellence. | 27 | 8 | 30 | 4 | 2 | 0 | 0 | 0 | 2 | 4.75 | |
| Q3 | consults the faculty adequately before making important decisions. | 27 | 8 | 30 | 4 | 3 | 0 | 0 | 0 | 1 | 4.62 | |
| Q4 | makes excellent administrative appointments. | 27 | 8 | 30 | 1 | 1 | 0 | 0 | 0 | 6 | 4.50 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 27 | 8 | 30 | 2 | 0 | 0 | 0 | 0 | 6 | 5.00 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 27 | 8 | 30 | 1 | 2 | 0 | 0 | 0 | 5 | 4.25 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 27 | 8 | 30 | 2 | 4 | 0 | 0 | 0 | 2 | 4.25 | |
| Q8 | manages the college's / schools's resources well. | 27 | 7 | 26 | 2 | 2 | 1 | 0 | 0 | 2 | 4.25 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 27 | 7 | 26 | 1 | 1 | 0 | 0 | 0 | 5 | 4.50 | |
| Q10 | inspires confidence in leadership overall. | 27 | 8 | 30 | 3 | 5 | 0 | 0 | 0 | 0 | 4.30 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 26 | 6 | 23 | 2 | 3 | 0 | 0 | 0 | 1 | 4.33 | |
| Q2 | actively promotes an environment for teaching excellence. | 26 | 6 | 23 | 1 | 3 | 0 | 0 | 0 | 2 | 4.17 | |
| Q3 | consults the faculty adequately before making important decisions. | 26 | 6 | 23 | 1 | 3 | 0 | 0 | 0 | 2 | 4.17 | |
| Q4 | makes excellent administrative appointments. | 26 | 6 | 23 | 0 | 1 | 0 | 0 | 0 | 5 | 4.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 26 | 6 | 23 | 0 | 1 | 0 | 0 | 0 | 5 | 4.00 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 26 | 6 | 23 | 0 | 3 | 0 | 0 | 0 | 3 | 4.00 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 26 | 6 | 23 | 0 | 3 | 0 | 1 | 0 | 2 | 3.83 | |
| Q8 | manages the college's / schools's resources well. | 26 | 6 | 23 | 0 | 3 | 1 | 0 | 0 | 2 | 3.83 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 26 | 6 | 23 | 0 | 1 | 0 | 0 | 0 | 5 | 4.00 | |
| Q10 | inspires confidence in leadership overall. | 26 | 6 | 23 | 1 | 4 | 0 | 0 | 0 | 1 | 4.12 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 21 | 6 | 29 | 2 | 2 | 1 | 0 | 0 | 1 | 4.25 | |
| Q2 | actively promotes an environment for teaching excellence. | 21 | 6 | 29 | 2 | 2 | 1 | 0 | 0 | 1 | 4.25 | |
| Q3 | consults the faculty adequately before making important decisions. | 21 | 6 | 29 | 2 | 2 | 1 | 0 | 0 | 1 | 4.25 | |
| Q4 | makes excellent administrative appointments. | 21 | 6 | 29 | 2 | 1 | 1 | 1 | 0 | 1 | 4.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 21 | 6 | 29 | 3 | 1 | 0 | 0 | 0 | 2 | 4.83 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 21 | 6 | 29 | 3 | 1 | 0 | 0 | 0 | 2 | 4.83 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 21 | 6 | 29 | 3 | 1 | 0 | 1 | 0 | 1 | 4.67 | |
| Q8 | manages the college's / schools's resources well. | 21 | 6 | 29 | 3 | 1 | 0 | 1 | 0 | 1 | 4.67 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 21 | 6 | 29 | 2 | 1 | 0 | 0 | 0 | 3 | 4.75 | |
| Q10 | inspires confidence in leadership overall. | 21 | 6 | 29 | 3 | 2 | 0 | 1 | 0 | 0 | 4.50 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 20 | 6 | 30 | 5 | 1 | 0 | 0 | 0 | 0 | 4.90 | |
| Q2 | actively promotes an environment for teaching excellence. | 20 | 6 | 30 | 5 | 1 | 0 | 0 | 0 | 0 | 4.90 | |
| Q3 | consults the faculty adequately before making important decisions. | 20 | 6 | 30 | 2 | 3 | 0 | 0 | 0 | 1 | 4.33 | |
| Q4 | makes excellent administrative appointments. | 20 | 6 | 30 | 2 | 1 | 0 | 0 | 0 | 3 | 4.75 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 20 | 6 | 30 | 2 | 1 | 0 | 0 | 0 | 3 | 4.75 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 20 | 6 | 30 | 3 | 2 | 0 | 0 | 0 | 1 | 4.67 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 20 | 6 | 30 | 4 | 1 | 0 | 0 | 0 | 1 | 4.88 | |
| Q8 | manages the college's / schools's resources well. | 20 | 6 | 30 | 4 | 2 | 0 | 0 | 0 | 0 | 4.75 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 20 | 6 | 30 | 1 | 0 | 0 | 0 | 0 | 5 | 5.00 | |
| Q10 | inspires confidence in leadership overall. | 20 | 6 | 30 | 6 | 0 | 0 | 0 | 0 | 0 | 5.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 18 | 6 | 33 | 4 | 0 | 1 | 0 | 0 | 1 | 4.88 | |
| Q2 | actively promotes an environment for teaching excellence. | 18 | 6 | 33 | 3 | 1 | 1 | 0 | 0 | 1 | 4.67 | |
| Q3 | consults the faculty adequately before making important decisions. | 18 | 6 | 33 | 4 | 1 | 1 | 0 | 0 | 0 | 4.75 | |
| Q4 | makes excellent administrative appointments. | 18 | 6 | 33 | 1 | 1 | 1 | 0 | 0 | 3 | 4.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 18 | 6 | 33 | 2 | 1 | 1 | 0 | 0 | 2 | 4.50 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 18 | 6 | 33 | 4 | 0 | 1 | 0 | 0 | 1 | 4.88 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 18 | 6 | 33 | 4 | 1 | 0 | 1 | 0 | 0 | 4.75 | |
| Q8 | manages the college's / schools's resources well. | 18 | 6 | 33 | 4 | 2 | 0 | 0 | 0 | 0 | 4.75 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 18 | 6 | 33 | 1 | 0 | 0 | 1 | 0 | 4 | 3.50 | |
| Q10 | inspires confidence in leadership overall. | 18 | 6 | 33 | 4 | 1 | 0 | 1 | 0 | 0 | 4.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 18 | 6 | 33 | 2 | 2 | 0 | 0 | 0 | 2 | 4.50 | |
| Q2 | actively promotes an environment for teaching excellence. | 18 | 6 | 33 | 2 | 2 | 0 | 0 | 0 | 2 | 4.50 | |
| Q3 | consults the faculty adequately before making important decisions. | 18 | 6 | 33 | 3 | 2 | 0 | 0 | 0 | 1 | 4.67 | |
| Q4 | makes excellent administrative appointments. | 18 | 6 | 33 | 1 | 1 | 0 | 0 | 0 | 4 | 4.50 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 18 | 6 | 33 | 1 | 1 | 0 | 0 | 1 | 3 | 4.00 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 18 | 6 | 33 | 1 | 2 | 0 | 0 | 0 | 3 | 4.25 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 18 | 6 | 33 | 2 | 1 | 1 | 0 | 0 | 2 | 4.50 | |
| Q8 | manages the college's / schools's resources well. | 18 | 6 | 33 | 3 | 1 | 0 | 0 | 0 | 2 | 4.83 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 18 | 6 | 33 | 1 | 0 | 0 | 0 | 0 | 5 | 5.00 | |
| Q10 | inspires confidence in leadership overall. | 18 | 6 | 33 | 2 | 4 | 0 | 0 | 0 | 0 | 4.25 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 11 | 4 | 36 | 1 | 2 | 0 | 1 | 0 | 0 | 4.00 | |
| Q2 | actively promotes an environment for teaching excellence. | 11 | 4 | 36 | 0 | 3 | 0 | 0 | 0 | 1 | 4.00 | |
| Q3 | consults the faculty adequately before making important decisions. | 11 | 4 | 36 | 0 | 2 | 1 | 0 | 0 | 1 | 3.75 | |
| Q4 | makes excellent administrative appointments. | 11 | 4 | 36 | 0 | 0 | 2 | 0 | 0 | 2 | 3.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 11 | 4 | 36 | 0 | 2 | 1 | 0 | 1 | 0 | 3.50 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 11 | 4 | 36 | 0 | 1 | 1 | 1 | 0 | 1 | 3.00 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 11 | 4 | 36 | 0 | 2 | 1 | 0 | 0 | 1 | 3.75 | |
| Q8 | manages the college's / schools's resources well. | 11 | 4 | 36 | 0 | 1 | 2 | 0 | 0 | 1 | 3.25 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 11 | 4 | 36 | 0 | 2 | 1 | 0 | 0 | 1 | 3.75 | |
| Q10 | inspires confidence in leadership overall. | 11 | 4 | 36 | 1 | 1 | 1 | 1 | 0 | 0 | 3.50 |