| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 1037 | 191 | 18 | 46 | 71 | 22 | 27 | 17 | 8 | 3.86 | 4.06 |
| Q2 | actively promotes an environment for teaching excellence. | 1037 | 190 | 18 | 41 | 76 | 35 | 14 | 14 | 10 | 3.86 | 4.02 |
| Q3 | consults the faculty adequately before making important decisions. | 1037 | 190 | 18 | 29 | 39 | 38 | 32 | 32 | 20 | 3.05 | 3.25 |
| Q4 | makes excellent administrative appointments. | 1037 | 189 | 18 | 30 | 43 | 37 | 20 | 21 | 38 | 3.43 | 3.41 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 1037 | 190 | 18 | 41 | 70 | 28 | 14 | 13 | 24 | 3.90 | 4.08 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 1037 | 189 | 18 | 39 | 39 | 26 | 4 | 12 | 69 | 3.96 | 4.07 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 1037 | 190 | 18 | 42 | 54 | 33 | 20 | 19 | 22 | 3.72 | 3.93 |
| Q8 | manages the college's / schools's resources well. | 1037 | 190 | 18 | 34 | 50 | 34 | 17 | 20 | 35 | 3.63 | 3.83 |
| Q9 | successfully raises funds to support the mission of the college / school. | 1037 | 189 | 18 | 20 | 31 | 31 | 6 | 11 | 90 | 3.55 | 3.94 |
| Q10 | inspires confidence in leadership overall. | 1037 | 188 | 18 | 47 | 48 | 38 | 26 | 21 | 8 | 3.60 | 3.80 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 112 | 18 | 16 | 1 | 6 | 4 | 3 | 3 | 1 | 3.12 | 3.70 |
| Q2 | actively promotes an environment for teaching excellence. | 112 | 18 | 16 | 1 | 9 | 4 | 2 | 1 | 1 | 3.67 | 3.67 |
| Q3 | consults the faculty adequately before making important decisions. | 112 | 18 | 16 | 0 | 4 | 0 | 8 | 4 | 2 | 2.00 | 2.90 |
| Q4 | makes excellent administrative appointments. | 112 | 18 | 16 | 1 | 4 | 5 | 2 | 2 | 4 | 3.10 | 3.12 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 112 | 18 | 16 | 1 | 6 | 4 | 1 | 3 | 3 | 3.38 | 3.50 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 112 | 18 | 16 | 2 | 2 | 3 | 2 | 1 | 8 | 3.17 | 3.25 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 112 | 18 | 16 | 1 | 4 | 4 | 4 | 3 | 2 | 2.75 | 2.38 |
| Q8 | manages the college's / schools's resources well. | 112 | 18 | 16 | 1 | 4 | 2 | 4 | 4 | 3 | 2.38 | 2.67 |
| Q9 | successfully raises funds to support the mission of the college / school. | 112 | 18 | 16 | 1 | 3 | 3 | 0 | 1 | 10 | 3.50 | 3.00 |
| Q10 | inspires confidence in leadership overall. | 112 | 18 | 16 | 1 | 4 | 4 | 4 | 4 | 1 | 2.62 | 2.62 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 107 | 14 | 13 | 4 | 4 | 0 | 2 | 1 | 3 | 4.12 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 107 | 14 | 13 | 4 | 4 | 2 | 0 | 1 | 3 | 4.12 | 3.83 |
| Q3 | consults the faculty adequately before making important decisions. | 107 | 14 | 13 | 3 | 1 | 2 | 2 | 2 | 4 | 3.00 | 2.50 |
| Q4 | makes excellent administrative appointments. | 107 | 14 | 13 | 4 | 3 | 2 | 0 | 0 | 5 | 4.33 | 3.67 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 107 | 14 | 13 | 5 | 2 | 1 | 1 | 1 | 4 | 4.50 | 3.25 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 107 | 14 | 13 | 5 | 0 | 2 | 0 | 1 | 6 | 4.70 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 107 | 14 | 13 | 4 | 2 | 1 | 2 | 2 | 3 | 3.75 | 3.00 |
| Q8 | manages the college's / schools's resources well. | 107 | 14 | 13 | 5 | 0 | 2 | 1 | 1 | 5 | 4.60 | 3.67 |
| Q9 | successfully raises funds to support the mission of the college / school. | 107 | 14 | 13 | 4 | 1 | 1 | 0 | 1 | 7 | 4.62 | 3.33 |
| Q10 | inspires confidence in leadership overall. | 107 | 13 | 12 | 5 | 1 | 3 | 2 | 1 | 1 | 3.50 | 3.70 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 71 | 10 | 14 | 7 | 2 | 1 | 0 | 0 | 0 | 4.79 | 4.79 |
| Q2 | actively promotes an environment for teaching excellence. | 71 | 10 | 14 | 5 | 4 | 1 | 0 | 0 | 0 | 4.50 | 4.67 |
| Q3 | consults the faculty adequately before making important decisions. | 71 | 10 | 14 | 4 | 0 | 3 | 2 | 1 | 0 | 3.17 | 4.67 |
| Q4 | makes excellent administrative appointments. | 71 | 10 | 14 | 4 | 3 | 2 | 0 | 1 | 0 | 4.17 | 4.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 71 | 10 | 14 | 6 | 3 | 1 | 0 | 0 | 0 | 4.67 | 4.67 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 71 | 10 | 14 | 4 | 3 | 0 | 0 | 0 | 3 | 4.62 | 4.93 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 71 | 10 | 14 | 6 | 3 | 1 | 0 | 0 | 0 | 4.67 | 4.79 |
| Q8 | manages the college's / schools's resources well. | 71 | 10 | 14 | 4 | 3 | 1 | 1 | 0 | 1 | 4.33 | 4.75 |
| Q9 | successfully raises funds to support the mission of the college / school. | 71 | 9 | 13 | 4 | 2 | 2 | 0 | 0 | 1 | 4.50 | 4.92 |
| Q10 | inspires confidence in leadership overall. | 71 | 10 | 14 | 5 | 3 | 2 | 0 | 0 | 0 | 4.50 | 4.88 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 68 | 5 | 7 | 4 | 1 | 0 | 0 | 0 | 0 | 4.88 | 4.75 |
| Q2 | actively promotes an environment for teaching excellence. | 68 | 5 | 7 | 3 | 2 | 0 | 0 | 0 | 0 | 4.67 | 4.50 |
| Q3 | consults the faculty adequately before making important decisions. | 68 | 5 | 7 | 2 | 1 | 0 | 1 | 0 | 1 | 4.50 | 4.00 |
| Q4 | makes excellent administrative appointments. | 68 | 5 | 7 | 1 | 3 | 0 | 0 | 0 | 1 | 4.17 | 4.25 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 68 | 5 | 7 | 2 | 3 | 0 | 0 | 0 | 0 | 4.33 | 4.25 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 68 | 5 | 7 | 1 | 1 | 0 | 0 | 0 | 3 | 4.50 | 4.33 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 68 | 5 | 7 | 3 | 2 | 0 | 0 | 0 | 0 | 4.67 | 4.50 |
| Q8 | manages the college's / schools's resources well. | 68 | 5 | 7 | 2 | 1 | 1 | 0 | 0 | 1 | 4.50 | 4.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 68 | 5 | 7 | 1 | 0 | 1 | 0 | 0 | 3 | 4.00 | 4.50 |
| Q10 | inspires confidence in leadership overall. | 68 | 5 | 7 | 4 | 1 | 0 | 0 | 0 | 0 | 4.88 | 4.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 68 | 26 | 38 | 2 | 11 | 5 | 4 | 3 | 1 | 3.55 | 2.94 |
| Q2 | actively promotes an environment for teaching excellence. | 68 | 26 | 38 | 3 | 7 | 10 | 2 | 1 | 3 | 3.35 | 3.00 |
| Q3 | consults the faculty adequately before making important decisions. | 68 | 26 | 38 | 0 | 6 | 6 | 5 | 7 | 2 | 2.50 | 2.00 |
| Q4 | makes excellent administrative appointments. | 68 | 26 | 38 | 0 | 6 | 7 | 5 | 4 | 4 | 2.79 | 2.62 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 68 | 26 | 38 | 4 | 12 | 3 | 1 | 3 | 3 | 3.88 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 68 | 26 | 38 | 4 | 6 | 3 | 1 | 3 | 9 | 3.75 | 3.14 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 68 | 26 | 38 | 4 | 5 | 4 | 3 | 5 | 5 | 3.12 | 3.10 |
| Q8 | manages the college's / schools's resources well. | 68 | 26 | 38 | 3 | 7 | 6 | 3 | 4 | 3 | 3.25 | 3.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 68 | 26 | 38 | 1 | 5 | 6 | 1 | 2 | 11 | 3.25 | 3.50 |
| Q10 | inspires confidence in leadership overall. | 68 | 25 | 37 | 1 | 6 | 9 | 4 | 3 | 2 | 3.00 | 2.50 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 58 | 7 | 12 | 3 | 2 | 0 | 0 | 1 | 1 | 4.50 | 4.67 |
| Q2 | actively promotes an environment for teaching excellence. | 58 | 7 | 12 | 3 | 1 | 0 | 1 | 1 | 1 | 4.50 | 4.67 |
| Q3 | consults the faculty adequately before making important decisions. | 58 | 7 | 12 | 2 | 2 | 0 | 0 | 2 | 1 | 4.00 | 2.25 |
| Q4 | makes excellent administrative appointments. | 58 | 7 | 12 | 3 | 1 | 0 | 0 | 1 | 2 | 4.67 | 2.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 58 | 7 | 12 | 1 | 3 | 0 | 0 | 1 | 2 | 4.00 | 4.25 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 58 | 7 | 12 | 3 | 1 | 0 | 0 | 1 | 2 | 4.67 | 4.83 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 58 | 7 | 12 | 3 | 1 | 0 | 0 | 1 | 2 | 4.67 | 4.67 |
| Q8 | manages the college's / schools's resources well. | 58 | 7 | 12 | 3 | 1 | 0 | 0 | 1 | 2 | 4.67 | 4.67 |
| Q9 | successfully raises funds to support the mission of the college / school. | 58 | 7 | 12 | 1 | 1 | 0 | 0 | 1 | 4 | 4.00 | 4.25 |
| Q10 | inspires confidence in leadership overall. | 58 | 7 | 12 | 3 | 1 | 0 | 0 | 1 | 2 | 4.67 | 4.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 50 | 3 | 6 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 50 | 3 | 6 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | 4.25 |
| Q3 | consults the faculty adequately before making important decisions. | 50 | 3 | 6 | 0 | 0 | 2 | 0 | 1 | 0 | 2.75 | 3.50 |
| Q4 | makes excellent administrative appointments. | 50 | 3 | 6 | 0 | 1 | 1 | 0 | 1 | 0 | 3.00 | 3.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 50 | 3 | 6 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | 4.25 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 50 | 3 | 6 | 0 | 1 | 1 | 0 | 1 | 0 | 3.00 | 3.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 50 | 3 | 6 | 0 | 1 | 1 | 0 | 1 | 0 | 3.00 | 3.50 |
| Q8 | manages the college's / schools's resources well. | 50 | 3 | 6 | 0 | 2 | 0 | 1 | 0 | 0 | 3.75 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 50 | 3 | 6 | 0 | 1 | 0 | 1 | 1 | 0 | 2.00 | 3.75 |
| Q10 | inspires confidence in leadership overall. | 50 | 3 | 6 | 0 | 1 | 1 | 0 | 1 | 0 | 3.00 | 3.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 41 | 13 | 32 | 3 | 5 | 2 | 0 | 2 | 1 | 3.90 | 2.67 |
| Q2 | actively promotes an environment for teaching excellence. | 41 | 13 | 32 | 3 | 5 | 3 | 0 | 1 | 1 | 3.90 | 2.88 |
| Q3 | consults the faculty adequately before making important decisions. | 41 | 13 | 32 | 3 | 2 | 2 | 3 | 2 | 1 | 3.00 | 1.75 |
| Q4 | makes excellent administrative appointments. | 41 | 13 | 32 | 3 | 0 | 4 | 1 | 2 | 3 | 3.00 | 1.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 41 | 13 | 32 | 2 | 7 | 0 | 0 | 0 | 4 | 4.14 | 3.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 41 | 13 | 32 | 2 | 2 | 2 | 1 | 0 | 6 | 3.75 | 2.50 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 41 | 13 | 32 | 3 | 3 | 3 | 1 | 1 | 2 | 3.67 | 2.50 |
| Q8 | manages the college's / schools's resources well. | 41 | 13 | 32 | 3 | 3 | 1 | 1 | 1 | 4 | 4.00 | 2.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 41 | 13 | 32 | 2 | 3 | 1 | 0 | 0 | 7 | 4.17 | 3.25 |
| Q10 | inspires confidence in leadership overall. | 41 | 13 | 32 | 3 | 3 | 3 | 0 | 2 | 2 | 3.67 | 2.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 40 | 12 | 30 | 2 | 5 | 1 | 1 | 3 | 0 | 3.70 | 3.83 |
| Q2 | actively promotes an environment for teaching excellence. | 40 | 12 | 30 | 1 | 7 | 1 | 1 | 2 | 0 | 3.79 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 40 | 12 | 30 | 2 | 3 | 0 | 1 | 4 | 2 | 3.00 | 1.38 |
| Q4 | makes excellent administrative appointments. | 40 | 12 | 30 | 2 | 3 | 0 | 1 | 3 | 3 | 3.67 | 2.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 40 | 12 | 30 | 1 | 5 | 1 | 2 | 2 | 1 | 3.60 | 2.75 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 40 | 12 | 30 | 1 | 4 | 0 | 0 | 2 | 5 | 3.88 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 40 | 12 | 30 | 2 | 5 | 0 | 1 | 1 | 3 | 4.00 | 3.75 |
| Q8 | manages the college's / schools's resources well. | 40 | 12 | 30 | 1 | 2 | 1 | 1 | 2 | 5 | 3.00 | 3.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 40 | 12 | 30 | 0 | 2 | 2 | 0 | 1 | 7 | 3.25 | 2.00 |
| Q10 | inspires confidence in leadership overall. | 40 | 12 | 30 | 2 | 6 | 0 | 1 | 3 | 0 | 3.83 | 3.50 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 32 | 10 | 31 | 0 | 3 | 3 | 3 | 1 | 0 | 2.83 | 4.17 |
| Q2 | actively promotes an environment for teaching excellence. | 32 | 10 | 31 | 0 | 5 | 3 | 0 | 2 | 0 | 3.50 | 4.25 |
| Q3 | consults the faculty adequately before making important decisions. | 32 | 10 | 31 | 0 | 3 | 2 | 4 | 1 | 0 | 2.50 | 4.00 |
| Q4 | makes excellent administrative appointments. | 32 | 10 | 31 | 1 | 0 | 4 | 4 | 1 | 0 | 2.50 | 3.75 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 32 | 10 | 31 | 0 | 4 | 4 | 2 | 0 | 0 | 3.25 | 4.50 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 32 | 10 | 31 | 2 | 2 | 2 | 0 | 0 | 4 | 4.00 | 4.17 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 32 | 10 | 31 | 1 | 2 | 3 | 3 | 0 | 1 | 3.00 | 4.00 |
| Q8 | manages the college's / schools's resources well. | 32 | 10 | 31 | 1 | 3 | 4 | 0 | 0 | 2 | 3.50 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 32 | 10 | 31 | 1 | 2 | 3 | 0 | 0 | 4 | 3.50 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 32 | 10 | 31 | 1 | 2 | 4 | 3 | 0 | 0 | 3.00 | 4.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 32 | 6 | 19 | 3 | 0 | 0 | 2 | 1 | 0 | 3.50 | 4.90 |
| Q2 | actively promotes an environment for teaching excellence. | 32 | 6 | 19 | 3 | 1 | 0 | 0 | 2 | 0 | 4.50 | 4.67 |
| Q3 | consults the faculty adequately before making important decisions. | 32 | 6 | 19 | 1 | 2 | 2 | 0 | 1 | 0 | 3.50 | 4.25 |
| Q4 | makes excellent administrative appointments. | 32 | 6 | 19 | 1 | 0 | 0 | 1 | 1 | 3 | 2.00 | 4.67 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 32 | 6 | 19 | 2 | 2 | 1 | 0 | 1 | 0 | 4.00 | 4.88 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 32 | 6 | 19 | 2 | 0 | 0 | 0 | 1 | 3 | 4.75 | 4.67 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 32 | 6 | 19 | 3 | 0 | 0 | 3 | 0 | 0 | 3.50 | 4.75 |
| Q8 | manages the college's / schools's resources well. | 32 | 6 | 19 | 1 | 1 | 0 | 0 | 2 | 2 | 2.50 | 4.67 |
| Q9 | successfully raises funds to support the mission of the college / school. | 32 | 6 | 19 | 1 | 2 | 0 | 0 | 1 | 2 | 4.00 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 32 | 6 | 19 | 3 | 0 | 0 | 1 | 2 | 0 | 3.50 | 4.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 27 | 7 | 26 | 2 | 2 | 0 | 3 | 0 | 0 | 3.75 | 4.25 |
| Q2 | actively promotes an environment for teaching excellence. | 27 | 7 | 26 | 0 | 4 | 2 | 1 | 0 | 0 | 3.62 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 27 | 7 | 26 | 2 | 2 | 0 | 0 | 2 | 1 | 4.00 | 4.00 |
| Q4 | makes excellent administrative appointments. | 27 | 7 | 26 | 1 | 3 | 0 | 1 | 1 | 1 | 3.83 | 3.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 27 | 7 | 26 | 0 | 4 | 0 | 1 | 2 | 0 | 3.62 | 3.50 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 27 | 7 | 26 | 0 | 3 | 3 | 0 | 0 | 1 | 3.50 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 27 | 7 | 26 | 0 | 4 | 1 | 1 | 1 | 0 | 3.62 | 4.25 |
| Q8 | manages the college's / schools's resources well. | 27 | 7 | 26 | 1 | 2 | 2 | 0 | 0 | 2 | 3.75 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 27 | 7 | 26 | 1 | 1 | 2 | 0 | 0 | 3 | 3.50 | 4.50 |
| Q10 | inspires confidence in leadership overall. | 27 | 7 | 26 | 2 | 1 | 1 | 2 | 1 | 0 | 3.00 | 4.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 26 | 9 | 35 | 4 | 3 | 0 | 1 | 1 | 0 | 4.33 | 3.50 |
| Q2 | actively promotes an environment for teaching excellence. | 26 | 9 | 35 | 3 | 3 | 1 | 1 | 1 | 0 | 4.00 | 2.83 |
| Q3 | consults the faculty adequately before making important decisions. | 26 | 9 | 35 | 2 | 1 | 1 | 2 | 2 | 1 | 2.50 | 3.00 |
| Q4 | makes excellent administrative appointments. | 26 | 9 | 35 | 2 | 0 | 2 | 1 | 1 | 3 | 3.00 | 2.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 26 | 9 | 35 | 5 | 1 | 2 | 1 | 0 | 0 | 4.60 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 26 | 8 | 31 | 2 | 0 | 1 | 0 | 1 | 4 | 4.00 | 2.50 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 26 | 9 | 35 | 3 | 2 | 2 | 0 | 1 | 1 | 4.00 | 3.00 |
| Q8 | manages the college's / schools's resources well. | 26 | 9 | 35 | 2 | 2 | 1 | 1 | 2 | 1 | 3.50 | 3.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 26 | 9 | 35 | 1 | 0 | 1 | 1 | 1 | 5 | 2.50 | 2.75 |
| Q10 | inspires confidence in leadership overall. | 26 | 9 | 35 | 3 | 2 | 2 | 1 | 1 | 0 | 3.75 | 3.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 25 | 4 | 16 | 0 | 2 | 0 | 2 | 0 | 0 | 3.00 | 3.00 |
| Q2 | actively promotes an environment for teaching excellence. | 25 | 4 | 16 | 0 | 2 | 0 | 1 | 1 | 0 | 3.00 | 3.50 |
| Q3 | consults the faculty adequately before making important decisions. | 25 | 4 | 16 | 0 | 2 | 1 | 0 | 1 | 0 | 3.50 | 3.00 |
| Q4 | makes excellent administrative appointments. | 25 | 4 | 16 | 0 | 1 | 0 | 1 | 1 | 1 | 2.00 | 3.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 25 | 4 | 16 | 1 | 0 | 1 | 1 | 0 | 1 | 3.00 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 25 | 4 | 16 | 1 | 1 | 0 | 0 | 0 | 2 | 4.50 | 4.50 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 25 | 4 | 16 | 1 | 1 | 1 | 0 | 1 | 0 | 3.50 | 3.00 |
| Q8 | manages the college's / schools's resources well. | 25 | 4 | 16 | 1 | 0 | 0 | 2 | 0 | 1 | 2.25 | 2.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 25 | 4 | 16 | 0 | 1 | 0 | 0 | 0 | 3 | 4.00 | |
| Q10 | inspires confidence in leadership overall. | 25 | 4 | 16 | 1 | 1 | 0 | 2 | 0 | 0 | 3.00 | 3.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 22 | 4 | 18 | 2 | 0 | 1 | 1 | 0 | 0 | 4.00 | 2.00 |
| Q2 | actively promotes an environment for teaching excellence. | 22 | 4 | 18 | 1 | 3 | 0 | 0 | 0 | 0 | 4.17 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 22 | 4 | 18 | 1 | 2 | 0 | 1 | 0 | 0 | 4.00 | 2.00 |
| Q4 | makes excellent administrative appointments. | 22 | 4 | 18 | 1 | 1 | 1 | 1 | 0 | 0 | 3.50 | 1.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 22 | 4 | 18 | 2 | 0 | 0 | 2 | 0 | 0 | 3.50 | 3.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 22 | 4 | 18 | 2 | 1 | 1 | 0 | 0 | 0 | 4.50 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 22 | 4 | 18 | 1 | 2 | 1 | 0 | 0 | 0 | 4.00 | 1.00 |
| Q8 | manages the college's / schools's resources well. | 22 | 4 | 18 | 1 | 2 | 1 | 0 | 0 | 0 | 4.00 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 22 | 4 | 18 | 0 | 0 | 1 | 0 | 0 | 3 | 3.00 | |
| Q10 | inspires confidence in leadership overall. | 22 | 4 | 18 | 2 | 1 | 0 | 1 | 0 | 0 | 4.50 | 2.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 20 | 4 | 20 | 0 | 2 | 0 | 1 | 1 | 0 | 3.00 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 20 | 4 | 20 | 0 | 2 | 0 | 1 | 1 | 0 | 3.00 | 4.50 |
| Q3 | consults the faculty adequately before making important decisions. | 20 | 4 | 20 | 0 | 0 | 2 | 1 | 1 | 0 | 2.50 | 3.50 |
| Q4 | makes excellent administrative appointments. | 20 | 4 | 20 | 0 | 1 | 2 | 0 | 1 | 0 | 3.00 | 2.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 20 | 4 | 20 | 0 | 3 | 0 | 0 | 0 | 1 | 4.00 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 20 | 4 | 20 | 1 | 0 | 0 | 0 | 0 | 3 | 5.00 | 5.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 20 | 4 | 20 | 0 | 1 | 2 | 0 | 1 | 0 | 3.00 | 4.00 |
| Q8 | manages the college's / schools's resources well. | 20 | 4 | 20 | 0 | 0 | 3 | 0 | 1 | 0 | 2.83 | 3.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 20 | 4 | 20 | 0 | 2 | 0 | 0 | 0 | 2 | 4.00 | 5.00 |
| Q10 | inspires confidence in leadership overall. | 20 | 4 | 20 | 0 | 1 | 2 | 0 | 1 | 0 | 3.00 | 4.50 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 20 | 7 | 35 | 1 | 4 | 0 | 2 | 0 | 0 | 3.88 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 20 | 7 | 35 | 3 | 3 | 1 | 0 | 0 | 0 | 4.33 | 4.67 |
| Q3 | consults the faculty adequately before making important decisions. | 20 | 7 | 35 | 0 | 2 | 2 | 0 | 0 | 3 | 3.50 | 3.00 |
| Q4 | makes excellent administrative appointments. | 20 | 7 | 35 | 0 | 0 | 1 | 1 | 0 | 5 | 2.50 | 2.75 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 20 | 7 | 35 | 1 | 3 | 1 | 1 | 0 | 1 | 3.83 | 4.17 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 20 | 7 | 35 | 1 | 1 | 2 | 0 | 0 | 3 | 3.50 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 20 | 7 | 35 | 2 | 3 | 1 | 1 | 0 | 0 | 4.00 | 4.00 |
| Q8 | manages the college's / schools's resources well. | 20 | 7 | 35 | 0 | 3 | 1 | 1 | 1 | 1 | 3.50 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 20 | 7 | 35 | 0 | 0 | 1 | 1 | 1 | 4 | 2.00 | 3.50 |
| Q10 | inspires confidence in leadership overall. | 20 | 7 | 35 | 1 | 4 | 0 | 2 | 0 | 0 | 3.88 | 3.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 19 | 5 | 26 | 1 | 3 | 1 | 0 | 0 | 0 | 4.00 | 4.50 |
| Q2 | actively promotes an environment for teaching excellence. | 19 | 5 | 26 | 2 | 3 | 0 | 0 | 0 | 0 | 4.33 | 4.50 |
| Q3 | consults the faculty adequately before making important decisions. | 19 | 5 | 26 | 1 | 2 | 1 | 1 | 0 | 0 | 3.75 | 4.00 |
| Q4 | makes excellent administrative appointments. | 19 | 5 | 26 | 2 | 2 | 1 | 0 | 0 | 0 | 4.25 | 4.67 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 19 | 5 | 26 | 2 | 3 | 0 | 0 | 0 | 0 | 4.33 | 4.50 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 19 | 5 | 26 | 1 | 1 | 1 | 0 | 0 | 2 | 4.00 | 4.25 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 19 | 5 | 26 | 1 | 1 | 1 | 1 | 0 | 1 | 3.50 | 4.67 |
| Q8 | manages the college's / schools's resources well. | 19 | 5 | 26 | 1 | 3 | 1 | 0 | 0 | 0 | 4.00 | 4.25 |
| Q9 | successfully raises funds to support the mission of the college / school. | 19 | 5 | 26 | 1 | 1 | 0 | 0 | 1 | 2 | 4.00 | 4.75 |
| Q10 | inspires confidence in leadership overall. | 19 | 5 | 26 | 3 | 1 | 1 | 0 | 0 | 0 | 4.67 | 4.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 19 | 3 | 16 | 1 | 2 | 0 | 0 | 0 | 0 | 4.25 | |
| Q2 | actively promotes an environment for teaching excellence. | 19 | 2 | 11 | 2 | 0 | 0 | 0 | 0 | 0 | 5.00 | |
| Q3 | consults the faculty adequately before making important decisions. | 19 | 2 | 11 | 2 | 0 | 0 | 0 | 0 | 0 | 5.00 | |
| Q4 | makes excellent administrative appointments. | 19 | 2 | 11 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 19 | 2 | 11 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 19 | 2 | 11 | 2 | 0 | 0 | 0 | 0 | 0 | 5.00 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 19 | 2 | 11 | 2 | 0 | 0 | 0 | 0 | 0 | 5.00 | |
| Q8 | manages the college's / schools's resources well. | 19 | 2 | 11 | 2 | 0 | 0 | 0 | 0 | 0 | 5.00 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 19 | 2 | 11 | 0 | 1 | 0 | 0 | 0 | 1 | 4.00 | |
| Q10 | inspires confidence in leadership overall. | 19 | 2 | 11 | 2 | 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. | 16 | 2 | 13 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 16 | 2 | 13 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 16 | 2 | 13 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | |
| Q4 | makes excellent administrative appointments. | 16 | 2 | 13 | 0 | 2 | 0 | 0 | 0 | 0 | 4.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 16 | 2 | 13 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 16 | 2 | 13 | 0 | 1 | 0 | 0 | 0 | 1 | 4.00 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 16 | 2 | 13 | 0 | 1 | 0 | 0 | 0 | 1 | 4.00 | |
| Q8 | manages the college's / schools's resources well. | 16 | 2 | 13 | 0 | 2 | 0 | 0 | 0 | 0 | 4.00 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 16 | 2 | 13 | 0 | 0 | 0 | 0 | 0 | 2 | ||
| Q10 | inspires confidence in leadership overall. | 16 | 2 | 13 | 0 | 2 | 0 | 0 | 0 | 0 | 4.00 | 4.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 16 | 3 | 19 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | |
| Q2 | actively promotes an environment for teaching excellence. | 16 | 3 | 19 | 0 | 2 | 0 | 1 | 0 | 0 | 3.75 | |
| Q3 | consults the faculty adequately before making important decisions. | 16 | 3 | 19 | 0 | 0 | 2 | 0 | 0 | 1 | 3.00 | |
| Q4 | makes excellent administrative appointments. | 16 | 2 | 13 | 0 | 1 | 1 | 0 | 0 | 0 | 3.50 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 16 | 3 | 19 | 0 | 0 | 2 | 0 | 0 | 1 | 3.00 | |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 16 | 3 | 19 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 16 | 3 | 19 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | |
| Q8 | manages the college's / schools's resources well. | 16 | 3 | 19 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | |
| Q9 | successfully raises funds to support the mission of the college / school. | 16 | 3 | 19 | 0 | 1 | 2 | 0 | 0 | 0 | 3.25 | |
| Q10 | inspires confidence in leadership overall. | 16 | 3 | 19 | 0 | 2 | 0 | 1 | 0 | 0 | 3.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 14 | 3 | 21 | 1 | 2 | 0 | 0 | 0 | 0 | 4.25 | 5.00 |
| Q2 | actively promotes an environment for teaching excellence. | 14 | 3 | 21 | 0 | 2 | 0 | 0 | 0 | 1 | 4.00 | 5.00 |
| Q3 | consults the faculty adequately before making important decisions. | 14 | 3 | 21 | 1 | 0 | 2 | 0 | 0 | 0 | 3.25 | 5.00 |
| Q4 | makes excellent administrative appointments. | 14 | 3 | 21 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 14 | 3 | 21 | 2 | 0 | 1 | 0 | 0 | 0 | 4.75 | 5.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 14 | 3 | 21 | 0 | 1 | 1 | 0 | 0 | 1 | 3.50 | 5.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 14 | 3 | 21 | 0 | 1 | 1 | 0 | 0 | 1 | 3.50 | 5.00 |
| Q8 | manages the college's / schools's resources well. | 14 | 3 | 21 | 1 | 0 | 1 | 0 | 0 | 1 | 4.00 | 5.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 14 | 3 | 21 | 0 | 0 | 1 | 0 | 0 | 2 | 3.00 | |
| Q10 | inspires confidence in leadership overall. | 14 | 3 | 21 | 2 | 0 | 1 | 0 | 0 | 0 | 4.75 | 5.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 14 | 1 | 7 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 2.00 |
| Q2 | actively promotes an environment for teaching excellence. | 14 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 2.00 |
| Q3 | consults the faculty adequately before making important decisions. | 14 | 1 | 7 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 1.00 |
| Q4 | makes excellent administrative appointments. | 14 | 1 | 7 | 0 | 0 | 0 | 0 | 0 | 1 | 3.00 | |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 14 | 1 | 7 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 1.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 14 | 1 | 7 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 14 | 1 | 7 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 3.00 |
| Q8 | manages the college's / schools's resources well. | 14 | 1 | 7 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 14 | 1 | 7 | 0 | 0 | 0 | 0 | 0 | 1 | 4.00 | |
| Q10 | inspires confidence in leadership overall. | 14 | 1 | 7 | 0 | 0 | 0 | 1 | 0 | 0 | 2.00 | 1.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 93 | 15 | 16 | 4 | 7 | 1 | 2 | 0 | 1 | 4.07 | 4.86 |
| Q2 | actively promotes an environment for teaching excellence. | 93 | 15 | 16 | 3 | 3 | 6 | 3 | 0 | 0 | 3.25 | 4.75 |
| Q3 | consults the faculty adequately before making important decisions. | 93 | 15 | 16 | 2 | 3 | 7 | 1 | 1 | 1 | 3.21 | 4.70 |
| Q4 | makes excellent administrative appointments. | 93 | 15 | 16 | 3 | 5 | 3 | 1 | 1 | 2 | 3.80 | 4.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 93 | 15 | 16 | 2 | 5 | 4 | 1 | 0 | 3 | 3.70 | 4.62 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 93 | 15 | 16 | 3 | 6 | 2 | 0 | 1 | 3 | 4.00 | 4.62 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 93 | 15 | 16 | 2 | 8 | 4 | 0 | 1 | 0 | 3.81 | 4.60 |
| Q8 | manages the college's / schools's resources well. | 93 | 15 | 16 | 1 | 7 | 4 | 1 | 1 | 1 | 3.64 | 4.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 93 | 15 | 16 | 1 | 2 | 4 | 2 | 0 | 6 | 3.12 | 4.67 |
| Q10 | inspires confidence in leadership overall. | 93 | 15 | 16 | 3 | 5 | 5 | 1 | 1 | 0 | 3.60 | 4.75 |