| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 962 | 196 | 20 | 49 | 93 | 25 | 16 | 7 | 6 | 4.01 | 4.16 |
| Q2 | actively promotes an environment for teaching excellence. | 962 | 196 | 20 | 33 | 80 | 44 | 19 | 8 | 12 | 3.76 | 3.85 |
| Q3 | consults the faculty adequately before making important decisions. | 962 | 195 | 20 | 23 | 37 | 46 | 49 | 19 | 21 | 2.91 | 3.21 |
| Q4 | makes excellent administrative appointments. | 962 | 196 | 20 | 23 | 52 | 58 | 26 | 11 | 26 | 3.33 | 3.42 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 962 | 196 | 20 | 42 | 96 | 22 | 10 | 7 | 19 | 4.02 | 4.05 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 962 | 194 | 20 | 40 | 76 | 27 | 11 | 4 | 36 | 3.99 | 4.19 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 962 | 195 | 20 | 62 | 61 | 27 | 18 | 16 | 11 | 4.01 | 4.14 |
| Q8 | manages the college's / schools's resources well. | 962 | 194 | 20 | 40 | 55 | 37 | 20 | 21 | 21 | 3.65 | 3.81 |
| Q9 | successfully raises funds to support the mission of the college / school. | 962 | 194 | 20 | 41 | 68 | 23 | 17 | 10 | 35 | 3.93 | 4.04 |
| Q10 | inspires confidence in leadership overall. | 962 | 194 | 20 | 49 | 68 | 36 | 21 | 13 | 7 | 3.85 | 3.96 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 212 | 33 | 16 | 9 | 16 | 7 | 0 | 0 | 1 | 4.06 | 4.22 |
| Q2 | actively promotes an environment for teaching excellence. | 212 | 33 | 16 | 4 | 17 | 9 | 2 | 0 | 1 | 3.79 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 212 | 33 | 16 | 3 | 9 | 8 | 10 | 0 | 3 | 3.12 | 3.05 |
| Q4 | makes excellent administrative appointments. | 212 | 33 | 16 | 4 | 10 | 14 | 2 | 0 | 3 | 3.43 | 3.28 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 212 | 33 | 16 | 8 | 17 | 3 | 3 | 1 | 1 | 4.03 | 4.13 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 212 | 33 | 16 | 4 | 16 | 5 | 1 | 0 | 7 | 3.94 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 212 | 33 | 16 | 8 | 15 | 5 | 4 | 0 | 1 | 3.97 | 4.15 |
| Q8 | manages the college's / schools's resources well. | 212 | 33 | 16 | 4 | 14 | 6 | 4 | 1 | 4 | 3.75 | 3.86 |
| Q9 | successfully raises funds to support the mission of the college / school. | 212 | 33 | 16 | 6 | 12 | 5 | 2 | 0 | 8 | 3.96 | 4.15 |
| Q10 | inspires confidence in leadership overall. | 212 | 33 | 16 | 8 | 13 | 9 | 2 | 0 | 1 | 3.88 | 4.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 75 | 14 | 19 | 4 | 8 | 2 | 0 | 0 | 0 | 4.12 | 4.57 |
| Q2 | actively promotes an environment for teaching excellence. | 75 | 14 | 19 | 3 | 7 | 4 | 0 | 0 | 0 | 3.93 | 4.57 |
| Q3 | consults the faculty adequately before making important decisions. | 75 | 14 | 19 | 3 | 4 | 3 | 3 | 0 | 1 | 3.62 | 3.88 |
| Q4 | makes excellent administrative appointments. | 75 | 14 | 19 | 3 | 3 | 4 | 4 | 0 | 0 | 3.25 | 3.80 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 75 | 14 | 19 | 4 | 7 | 2 | 1 | 0 | 0 | 4.07 | 3.80 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 75 | 14 | 19 | 5 | 7 | 1 | 1 | 0 | 0 | 4.21 | 4.38 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 75 | 14 | 19 | 8 | 5 | 1 | 0 | 0 | 0 | 4.62 | 4.57 |
| Q8 | manages the college's / schools's resources well. | 75 | 14 | 19 | 5 | 6 | 2 | 1 | 0 | 0 | 4.17 | 4.33 |
| Q9 | successfully raises funds to support the mission of the college / school. | 75 | 14 | 19 | 6 | 6 | 1 | 1 | 0 | 0 | 4.33 | 4.38 |
| Q10 | inspires confidence in leadership overall. | 75 | 13 | 17 | 4 | 7 | 1 | 1 | 0 | 0 | 4.14 | 4.38 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 66 | 13 | 20 | 3 | 5 | 2 | 3 | 0 | 0 | 3.80 | 3.75 |
| Q2 | actively promotes an environment for teaching excellence. | 66 | 13 | 20 | 2 | 3 | 5 | 1 | 1 | 1 | 3.30 | 3.70 |
| Q3 | consults the faculty adequately before making important decisions. | 66 | 13 | 20 | 1 | 2 | 3 | 5 | 1 | 1 | 2.50 | 2.33 |
| Q4 | makes excellent administrative appointments. | 66 | 13 | 20 | 1 | 2 | 5 | 2 | 0 | 3 | 3.10 | 3.08 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 66 | 13 | 20 | 3 | 9 | 0 | 0 | 0 | 1 | 4.17 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 66 | 13 | 20 | 1 | 8 | 2 | 0 | 0 | 2 | 3.94 | 4.50 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 66 | 13 | 20 | 1 | 4 | 0 | 3 | 3 | 2 | 2.33 | 3.75 |
| Q8 | manages the college's / schools's resources well. | 66 | 13 | 20 | 1 | 4 | 3 | 2 | 1 | 2 | 3.33 | 3.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 66 | 13 | 20 | 2 | 4 | 3 | 2 | 0 | 2 | 3.62 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 66 | 12 | 18 | 2 | 4 | 2 | 3 | 1 | 0 | 3.50 | 3.17 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 66 | 7 | 11 | 1 | 2 | 0 | 1 | 0 | 3 | 4.00 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 66 | 7 | 11 | 1 | 1 | 1 | 1 | 0 | 3 | 3.50 | 3.88 |
| Q3 | consults the faculty adequately before making important decisions. | 66 | 7 | 11 | 1 | 0 | 0 | 1 | 2 | 3 | 1.50 | 3.67 |
| Q4 | makes excellent administrative appointments. | 66 | 7 | 11 | 1 | 0 | 1 | 1 | 1 | 3 | 2.50 | 3.17 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 66 | 7 | 11 | 1 | 1 | 0 | 2 | 0 | 3 | 3.00 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 66 | 7 | 11 | 1 | 2 | 1 | 0 | 0 | 3 | 4.00 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 66 | 7 | 11 | 1 | 0 | 1 | 2 | 0 | 3 | 2.50 | 4.33 |
| Q8 | manages the college's / schools's resources well. | 66 | 7 | 11 | 1 | 0 | 2 | 1 | 0 | 3 | 3.00 | 3.88 |
| Q9 | successfully raises funds to support the mission of the college / school. | 66 | 7 | 11 | 1 | 2 | 1 | 0 | 0 | 3 | 4.00 | 3.93 |
| Q10 | inspires confidence in leadership overall. | 66 | 7 | 11 | 1 | 2 | 1 | 1 | 0 | 2 | 3.75 | 4.30 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 65 | 17 | 26 | 4 | 11 | 1 | 1 | 0 | 0 | 4.09 | 4.25 |
| Q2 | actively promotes an environment for teaching excellence. | 65 | 17 | 26 | 3 | 9 | 3 | 2 | 0 | 0 | 3.89 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 65 | 17 | 26 | 3 | 4 | 6 | 3 | 0 | 1 | 3.33 | 3.83 |
| Q4 | makes excellent administrative appointments. | 65 | 17 | 26 | 3 | 8 | 4 | 0 | 0 | 2 | 3.94 | 4.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 65 | 17 | 26 | 3 | 10 | 1 | 1 | 0 | 2 | 4.05 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 65 | 17 | 26 | 4 | 7 | 2 | 0 | 0 | 4 | 4.14 | 4.25 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 65 | 16 | 25 | 6 | 5 | 3 | 0 | 0 | 2 | 4.30 | 4.10 |
| Q8 | manages the college's / schools's resources well. | 65 | 17 | 26 | 4 | 5 | 5 | 1 | 0 | 2 | 3.80 | 4.10 |
| Q9 | successfully raises funds to support the mission of the college / school. | 65 | 17 | 26 | 5 | 7 | 3 | 0 | 0 | 2 | 4.14 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 65 | 17 | 26 | 4 | 8 | 5 | 0 | 0 | 0 | 3.94 | 4.10 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 51 | 9 | 18 | 1 | 3 | 2 | 3 | 0 | 0 | 3.25 | 3.50 |
| Q2 | actively promotes an environment for teaching excellence. | 51 | 9 | 18 | 0 | 4 | 2 | 2 | 1 | 0 | 3.25 | 3.50 |
| Q3 | consults the faculty adequately before making important decisions. | 51 | 9 | 18 | 0 | 0 | 2 | 3 | 4 | 0 | 1.67 | 2.00 |
| Q4 | makes excellent administrative appointments. | 51 | 9 | 18 | 0 | 3 | 1 | 2 | 3 | 0 | 2.25 | 2.17 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 51 | 9 | 18 | 0 | 5 | 1 | 1 | 1 | 1 | 3.70 | 2.83 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 51 | 9 | 18 | 1 | 3 | 2 | 1 | 1 | 1 | 3.50 | 2.75 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 51 | 9 | 18 | 1 | 3 | 0 | 0 | 5 | 0 | 1.40 | 3.00 |
| Q8 | manages the college's / schools's resources well. | 51 | 9 | 18 | 1 | 1 | 1 | 1 | 5 | 0 | 1.40 | 2.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 51 | 9 | 18 | 1 | 2 | 1 | 2 | 2 | 1 | 2.50 | 2.50 |
| Q10 | inspires confidence in leadership overall. | 51 | 9 | 18 | 1 | 1 | 2 | 1 | 4 | 0 | 2.00 | 2.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 41 | 8 | 20 | 1 | 4 | 2 | 1 | 0 | 0 | 3.75 | 3.00 |
| Q2 | actively promotes an environment for teaching excellence. | 41 | 8 | 20 | 1 | 3 | 3 | 1 | 0 | 0 | 3.50 | 3.00 |
| Q3 | consults the faculty adequately before making important decisions. | 41 | 8 | 20 | 1 | 0 | 3 | 2 | 0 | 2 | 2.83 | 2.75 |
| Q4 | makes excellent administrative appointments. | 41 | 8 | 20 | 1 | 1 | 2 | 2 | 0 | 2 | 3.00 | 2.25 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 41 | 8 | 20 | 1 | 2 | 3 | 0 | 0 | 2 | 3.50 | 3.50 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 41 | 8 | 20 | 1 | 2 | 2 | 0 | 0 | 3 | 3.75 | 3.83 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 41 | 8 | 20 | 1 | 2 | 2 | 1 | 1 | 1 | 3.25 | 3.25 |
| Q8 | manages the college's / schools's resources well. | 41 | 8 | 20 | 1 | 2 | 4 | 1 | 0 | 0 | 3.25 | 3.12 |
| Q9 | successfully raises funds to support the mission of the college / school. | 41 | 8 | 20 | 1 | 4 | 1 | 1 | 0 | 1 | 3.88 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 41 | 8 | 20 | 1 | 3 | 2 | 1 | 0 | 1 | 3.67 | 2.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 30 | 13 | 43 | 6 | 7 | 0 | 0 | 0 | 0 | 4.43 | 5.00 |
| Q2 | actively promotes an environment for teaching excellence. | 30 | 13 | 43 | 6 | 6 | 0 | 0 | 0 | 1 | 4.50 | 4.83 |
| Q3 | consults the faculty adequately before making important decisions. | 30 | 13 | 43 | 3 | 4 | 3 | 0 | 0 | 3 | 4.00 | 4.50 |
| Q4 | makes excellent administrative appointments. | 30 | 13 | 43 | 3 | 6 | 1 | 0 | 1 | 2 | 4.08 | 4.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 30 | 13 | 43 | 5 | 7 | 0 | 0 | 0 | 1 | 4.36 | 4.83 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 30 | 13 | 43 | 6 | 5 | 0 | 0 | 0 | 2 | 4.58 | 5.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 30 | 13 | 43 | 9 | 3 | 1 | 0 | 0 | 0 | 4.78 | 4.83 |
| Q8 | manages the college's / schools's resources well. | 30 | 13 | 43 | 7 | 1 | 2 | 0 | 0 | 3 | 4.79 | 4.83 |
| Q9 | successfully raises funds to support the mission of the college / school. | 30 | 13 | 43 | 5 | 6 | 0 | 0 | 0 | 2 | 4.42 | 5.00 |
| Q10 | inspires confidence in leadership overall. | 30 | 13 | 43 | 9 | 3 | 1 | 0 | 0 | 0 | 4.78 | 5.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 30 | 10 | 33 | 1 | 6 | 1 | 0 | 2 | 0 | 3.83 | 3.00 |
| Q2 | actively promotes an environment for teaching excellence. | 30 | 10 | 33 | 0 | 2 | 1 | 3 | 3 | 1 | 2.00 | 3.00 |
| Q3 | consults the faculty adequately before making important decisions. | 30 | 10 | 33 | 0 | 1 | 2 | 2 | 4 | 1 | 1.75 | 1.33 |
| Q4 | makes excellent administrative appointments. | 30 | 10 | 33 | 0 | 2 | 3 | 2 | 2 | 1 | 2.67 | 2.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 30 | 10 | 33 | 1 | 2 | 3 | 0 | 3 | 1 | 3.00 | 3.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 30 | 10 | 33 | 1 | 3 | 2 | 1 | 0 | 3 | 3.67 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 30 | 10 | 33 | 2 | 1 | 4 | 1 | 2 | 0 | 3.00 | 2.25 |
| Q8 | manages the college's / schools's resources well. | 30 | 10 | 33 | 0 | 1 | 2 | 4 | 2 | 1 | 2.12 | 2.25 |
| Q9 | successfully raises funds to support the mission of the college / school. | 30 | 10 | 33 | 0 | 2 | 1 | 2 | 0 | 5 | 3.00 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 30 | 10 | 33 | 2 | 1 | 3 | 1 | 3 | 0 | 2.83 | 2.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 28 | 3 | 11 | 0 | 3 | 0 | 0 | 0 | 0 | 4.00 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 28 | 3 | 11 | 0 | 2 | 1 | 0 | 0 | 0 | 3.75 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 28 | 3 | 11 | 0 | 1 | 0 | 2 | 0 | 0 | 2.25 | 3.00 |
| Q4 | makes excellent administrative appointments. | 28 | 3 | 11 | 0 | 1 | 0 | 0 | 0 | 2 | 4.00 | 3.25 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 28 | 3 | 11 | 0 | 2 | 0 | 0 | 0 | 1 | 4.00 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 28 | 3 | 11 | 1 | 0 | 0 | 1 | 0 | 1 | 3.50 | 3.50 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 28 | 3 | 11 | 1 | 1 | 1 | 0 | 0 | 0 | 4.00 | 4.00 |
| Q8 | manages the college's / schools's resources well. | 28 | 3 | 11 | 1 | 0 | 0 | 0 | 1 | 1 | 3.00 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 28 | 3 | 11 | 1 | 0 | 0 | 0 | 1 | 1 | 3.00 | 4.50 |
| Q10 | inspires confidence in leadership overall. | 28 | 3 | 11 | 1 | 1 | 1 | 0 | 0 | 0 | 4.00 | 3.75 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 27 | 14 | 52 | 2 | 4 | 1 | 5 | 2 | 0 | 2.50 | 3.86 |
| Q2 | actively promotes an environment for teaching excellence. | 27 | 14 | 52 | 2 | 4 | 7 | 0 | 0 | 1 | 3.43 | 3.60 |
| Q3 | consults the faculty adequately before making important decisions. | 27 | 14 | 52 | 0 | 1 | 2 | 6 | 5 | 0 | 1.83 | 2.90 |
| Q4 | makes excellent administrative appointments. | 27 | 14 | 52 | 0 | 2 | 5 | 3 | 2 | 2 | 2.70 | 3.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 27 | 14 | 52 | 3 | 6 | 3 | 1 | 0 | 1 | 3.92 | 4.10 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 27 | 14 | 52 | 2 | 2 | 3 | 3 | 2 | 2 | 2.83 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 27 | 14 | 52 | 3 | 3 | 3 | 3 | 2 | 0 | 3.17 | 3.80 |
| Q8 | manages the college's / schools's resources well. | 27 | 14 | 52 | 0 | 3 | 3 | 1 | 7 | 0 | 1.50 | 3.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 27 | 14 | 52 | 0 | 5 | 1 | 4 | 4 | 0 | 2.25 | 3.50 |
| Q10 | inspires confidence in leadership overall. | 27 | 14 | 52 | 1 | 4 | 2 | 3 | 4 | 0 | 2.50 | 3.29 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 26 | 7 | 27 | 4 | 3 | 0 | 0 | 0 | 0 | 4.62 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 26 | 7 | 27 | 2 | 3 | 2 | 0 | 0 | 0 | 4.00 | 3.75 |
| Q3 | consults the faculty adequately before making important decisions. | 26 | 7 | 27 | 0 | 2 | 3 | 2 | 0 | 0 | 3.00 | 3.25 |
| Q4 | makes excellent administrative appointments. | 26 | 7 | 27 | 0 | 3 | 1 | 2 | 0 | 1 | 3.50 | 3.75 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 26 | 7 | 27 | 3 | 4 | 0 | 0 | 0 | 0 | 4.38 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 26 | 6 | 23 | 2 | 3 | 0 | 0 | 0 | 1 | 4.33 | 4.75 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 26 | 7 | 27 | 4 | 2 | 0 | 1 | 0 | 0 | 4.62 | 3.25 |
| Q8 | manages the college's / schools's resources well. | 26 | 7 | 27 | 3 | 3 | 1 | 0 | 0 | 0 | 4.33 | 3.75 |
| Q9 | successfully raises funds to support the mission of the college / school. | 26 | 7 | 27 | 2 | 3 | 0 | 0 | 1 | 1 | 4.17 | 3.50 |
| Q10 | inspires confidence in leadership overall. | 26 | 7 | 27 | 4 | 2 | 0 | 1 | 0 | 0 | 4.62 | 4.25 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 25 | 4 | 16 | 2 | 2 | 0 | 0 | 0 | 0 | 4.50 | 4.75 |
| Q2 | actively promotes an environment for teaching excellence. | 25 | 4 | 16 | 2 | 1 | 1 | 0 | 0 | 0 | 4.50 | 4.50 |
| Q3 | consults the faculty adequately before making important decisions. | 25 | 4 | 16 | 2 | 0 | 2 | 0 | 0 | 0 | 4.00 | 4.00 |
| Q4 | makes excellent administrative appointments. | 25 | 4 | 16 | 3 | 0 | 1 | 0 | 0 | 0 | 4.83 | 4.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 25 | 4 | 16 | 2 | 2 | 0 | 0 | 0 | 0 | 4.50 | 4.25 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 25 | 4 | 16 | 3 | 1 | 0 | 0 | 0 | 0 | 4.83 | 4.67 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 25 | 4 | 16 | 3 | 1 | 0 | 0 | 0 | 0 | 4.83 | 4.50 |
| Q8 | manages the college's / schools's resources well. | 25 | 4 | 16 | 2 | 2 | 0 | 0 | 0 | 0 | 4.50 | 3.75 |
| Q9 | successfully raises funds to support the mission of the college / school. | 25 | 4 | 16 | 3 | 1 | 0 | 0 | 0 | 0 | 4.83 | 4.25 |
| Q10 | inspires confidence in leadership overall. | 25 | 4 | 16 | 3 | 1 | 0 | 0 | 0 | 0 | 4.83 | 4.90 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 24 | 6 | 25 | 1 | 3 | 1 | 0 | 1 | 0 | 3.83 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 24 | 6 | 25 | 0 | 3 | 1 | 2 | 0 | 0 | 3.50 | 3.00 |
| Q3 | consults the faculty adequately before making important decisions. | 24 | 6 | 25 | 0 | 1 | 2 | 3 | 0 | 0 | 2.50 | 3.00 |
| Q4 | makes excellent administrative appointments. | 24 | 6 | 25 | 0 | 2 | 3 | 1 | 0 | 0 | 3.17 | 3.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 24 | 6 | 25 | 0 | 5 | 1 | 0 | 0 | 0 | 3.90 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 24 | 6 | 25 | 0 | 5 | 1 | 0 | 0 | 0 | 3.90 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 24 | 6 | 25 | 2 | 3 | 1 | 0 | 0 | 0 | 4.17 | 4.00 |
| Q8 | manages the college's / schools's resources well. | 24 | 6 | 25 | 1 | 3 | 1 | 0 | 1 | 0 | 3.83 | 3.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 24 | 6 | 25 | 1 | 3 | 1 | 0 | 0 | 1 | 4.00 | 3.00 |
| Q10 | inspires confidence in leadership overall. | 24 | 6 | 25 | 0 | 4 | 1 | 1 | 0 | 0 | 3.75 | 4.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 22 | 6 | 27 | 0 | 4 | 1 | 1 | 0 | 0 | 3.75 | 4.62 |
| Q2 | actively promotes an environment for teaching excellence. | 22 | 6 | 27 | 0 | 2 | 1 | 2 | 0 | 1 | 3.00 | 3.25 |
| Q3 | consults the faculty adequately before making important decisions. | 22 | 6 | 27 | 0 | 0 | 2 | 1 | 1 | 2 | 2.50 | 2.50 |
| Q4 | makes excellent administrative appointments. | 22 | 6 | 27 | 0 | 0 | 3 | 1 | 0 | 2 | 2.83 | 3.67 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 22 | 6 | 27 | 0 | 3 | 2 | 0 | 0 | 1 | 3.67 | 4.17 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 22 | 6 | 27 | 0 | 0 | 3 | 1 | 0 | 2 | 2.83 | 4.25 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 22 | 6 | 27 | 0 | 3 | 1 | 1 | 1 | 0 | 3.50 | 4.17 |
| Q8 | manages the college's / schools's resources well. | 22 | 5 | 23 | 0 | 2 | 2 | 0 | 0 | 1 | 3.50 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 22 | 6 | 27 | 0 | 1 | 1 | 1 | 0 | 3 | 3.00 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 22 | 6 | 27 | 0 | 2 | 2 | 1 | 0 | 1 | 3.25 | 3.17 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 20 | 3 | 15 | 0 | 2 | 0 | 1 | 0 | 0 | 3.75 | 3.00 |
| Q2 | actively promotes an environment for teaching excellence. | 20 | 3 | 15 | 0 | 1 | 1 | 1 | 0 | 0 | 3.00 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 20 | 3 | 15 | 0 | 2 | 0 | 1 | 0 | 0 | 3.75 | 3.00 |
| Q4 | makes excellent administrative appointments. | 20 | 3 | 15 | 0 | 1 | 1 | 1 | 0 | 0 | 3.00 | 4.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 20 | 3 | 15 | 0 | 1 | 0 | 1 | 0 | 1 | 3.00 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 20 | 3 | 15 | 0 | 2 | 0 | 0 | 0 | 1 | 4.00 | 5.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 20 | 3 | 15 | 1 | 0 | 0 | 2 | 0 | 0 | 2.25 | 4.50 |
| Q8 | manages the college's / schools's resources well. | 20 | 3 | 15 | 1 | 0 | 0 | 1 | 1 | 0 | 2.00 | 2.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 20 | 3 | 15 | 2 | 0 | 1 | 0 | 0 | 0 | 4.75 | 3.00 |
| Q10 | inspires confidence in leadership overall. | 20 | 3 | 15 | 0 | 2 | 0 | 1 | 0 | 0 | 3.75 | 3.50 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 18 | 4 | 22 | 2 | 1 | 0 | 0 | 0 | 1 | 4.75 | 4.25 |
| Q2 | actively promotes an environment for teaching excellence. | 18 | 4 | 22 | 2 | 1 | 0 | 0 | 0 | 1 | 4.75 | 4.25 |
| Q3 | consults the faculty adequately before making important decisions. | 18 | 4 | 22 | 2 | 1 | 0 | 0 | 0 | 1 | 4.75 | 4.00 |
| Q4 | makes excellent administrative appointments. | 18 | 4 | 22 | 2 | 1 | 0 | 0 | 0 | 1 | 4.75 | 4.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 18 | 4 | 22 | 2 | 1 | 0 | 0 | 0 | 1 | 4.75 | 4.67 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 18 | 4 | 22 | 3 | 0 | 0 | 0 | 0 | 1 | 5.00 | 4.83 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 18 | 4 | 22 | 3 | 0 | 0 | 0 | 0 | 1 | 5.00 | 4.67 |
| Q8 | manages the college's / schools's resources well. | 18 | 4 | 22 | 3 | 0 | 0 | 0 | 0 | 1 | 5.00 | 4.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 18 | 4 | 22 | 1 | 2 | 0 | 0 | 0 | 1 | 4.25 | 4.83 |
| Q10 | inspires confidence in leadership overall. | 18 | 4 | 22 | 2 | 1 | 0 | 0 | 0 | 1 | 4.75 | 4.67 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 17 | 6 | 35 | 3 | 2 | 1 | 0 | 0 | 0 | 4.50 | 5.00 |
| Q2 | actively promotes an environment for teaching excellence. | 17 | 6 | 35 | 1 | 3 | 0 | 0 | 1 | 1 | 4.00 | 4.50 |
| Q3 | consults the faculty adequately before making important decisions. | 17 | 6 | 35 | 1 | 1 | 2 | 0 | 1 | 1 | 3.25 | 3.17 |
| Q4 | makes excellent administrative appointments. | 17 | 6 | 35 | 1 | 0 | 4 | 0 | 1 | 0 | 3.00 | 4.50 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 17 | 6 | 35 | 3 | 2 | 0 | 0 | 1 | 0 | 4.50 | 4.83 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 17 | 6 | 35 | 2 | 2 | 0 | 0 | 1 | 1 | 4.25 | 4.50 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 17 | 6 | 35 | 3 | 2 | 0 | 0 | 1 | 0 | 4.50 | 4.83 |
| Q8 | manages the college's / schools's resources well. | 17 | 6 | 35 | 2 | 2 | 0 | 1 | 1 | 0 | 4.00 | 5.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 17 | 6 | 35 | 1 | 2 | 2 | 0 | 1 | 0 | 3.50 | 4.50 |
| Q10 | inspires confidence in leadership overall. | 17 | 6 | 35 | 2 | 2 | 1 | 0 | 1 | 0 | 4.00 | 4.50 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 15 | 1 | 7 | 1 | 0 | 0 | 0 | 0 | 0 | 5.00 | 4.25 |
| Q2 | actively promotes an environment for teaching excellence. | 15 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 4.25 |
| Q3 | consults the faculty adequately before making important decisions. | 15 | 1 | 7 | 1 | 0 | 0 | 0 | 0 | 0 | 5.00 | 3.83 |
| Q4 | makes excellent administrative appointments. | 15 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 3.83 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 15 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 3.75 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 15 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 4.67 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 15 | 1 | 7 | 1 | 0 | 0 | 0 | 0 | 0 | 5.00 | 4.88 |
| Q8 | manages the college's / schools's resources well. | 15 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 4.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 15 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 4.50 |
| Q10 | inspires confidence in leadership overall. | 15 | 1 | 7 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 4.33 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 14 | 6 | 43 | 0 | 3 | 1 | 0 | 2 | 0 | 3.50 | 2.25 |
| Q2 | actively promotes an environment for teaching excellence. | 14 | 6 | 43 | 0 | 3 | 0 | 1 | 2 | 0 | 3.00 | 3.00 |
| Q3 | consults the faculty adequately before making important decisions. | 14 | 6 | 43 | 0 | 1 | 2 | 3 | 0 | 0 | 2.50 | 1.50 |
| Q4 | makes excellent administrative appointments. | 14 | 6 | 43 | 0 | 1 | 3 | 2 | 0 | 0 | 2.83 | 3.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 14 | 6 | 43 | 0 | 5 | 1 | 0 | 0 | 0 | 3.90 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 14 | 6 | 43 | 0 | 4 | 0 | 2 | 0 | 0 | 3.75 | 2.75 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 14 | 6 | 43 | 0 | 3 | 2 | 0 | 1 | 0 | 3.50 | 2.75 |
| Q8 | manages the college's / schools's resources well. | 14 | 6 | 43 | 0 | 2 | 1 | 2 | 0 | 1 | 3.00 | 3.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 14 | 6 | 43 | 1 | 1 | 1 | 1 | 1 | 1 | 3.00 | 3.25 |
| Q10 | inspires confidence in leadership overall. | 14 | 6 | 43 | 0 | 3 | 1 | 2 | 0 | 0 | 3.50 | 3.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 13 | 2 | 15 | 0 | 1 | 1 | 0 | 0 | 0 | 3.50 | 4.00 |
| Q2 | actively promotes an environment for teaching excellence. | 13 | 2 | 15 | 1 | 0 | 1 | 0 | 0 | 0 | 4.00 | 3.00 |
| Q3 | consults the faculty adequately before making important decisions. | 13 | 1 | 8 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 2.00 |
| Q4 | makes excellent administrative appointments. | 13 | 2 | 15 | 0 | 1 | 1 | 0 | 0 | 0 | 3.50 | 3.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 13 | 2 | 15 | 0 | 1 | 1 | 0 | 0 | 0 | 3.50 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 13 | 1 | 8 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 5.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 13 | 2 | 15 | 0 | 2 | 0 | 0 | 0 | 0 | 4.00 | 5.00 |
| Q8 | manages the college's / schools's resources well. | 13 | 1 | 8 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 13 | 1 | 8 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 5.00 |
| Q10 | inspires confidence in leadership overall. | 13 | 2 | 15 | 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. | 13 | 2 | 15 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 5.00 |
| Q2 | actively promotes an environment for teaching excellence. | 13 | 2 | 15 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.75 |
| Q3 | consults the faculty adequately before making important decisions. | 13 | 2 | 15 | 1 | 0 | 0 | 0 | 0 | 1 | 5.00 | 4.75 |
| Q4 | makes excellent administrative appointments. | 13 | 2 | 15 | 0 | 1 | 0 | 0 | 0 | 1 | 4.00 | 4.75 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 13 | 2 | 15 | 2 | 0 | 0 | 0 | 0 | 0 | 5.00 | 5.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 13 | 2 | 15 | 1 | 0 | 0 | 0 | 0 | 1 | 5.00 | 5.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 13 | 2 | 15 | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 5.00 |
| Q8 | manages the college's / schools's resources well. | 13 | 2 | 15 | 1 | 0 | 0 | 0 | 0 | 1 | 5.00 | 5.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 13 | 1 | 8 | 0 | 0 | 0 | 0 | 0 | 1 | 5.00 | |
| Q10 | inspires confidence in leadership overall. | 13 | 2 | 15 | 1 | 0 | 1 | 0 | 0 | 0 | 4.00 | 5.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 13 | 1 | 8 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 3.00 |
| Q2 | actively promotes an environment for teaching excellence. | 13 | 1 | 8 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 3.00 |
| Q3 | consults the faculty adequately before making important decisions. | 13 | 1 | 8 | 0 | 0 | 0 | 1 | 0 | 0 | 2.00 | 3.00 |
| Q4 | makes excellent administrative appointments. | 13 | 1 | 8 | 0 | 0 | 0 | 0 | 1 | 0 | 1.00 | 3.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 13 | 1 | 8 | 0 | 0 | 0 | 0 | 1 | 0 | 1.00 | 2.50 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 13 | 1 | 8 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 3.50 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 13 | 1 | 8 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 3.50 |
| Q8 | manages the college's / schools's resources well. | 13 | 1 | 8 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 3.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 13 | 1 | 8 | 0 | 1 | 0 | 0 | 0 | 0 | 4.00 | 3.50 |
| Q10 | inspires confidence in leadership overall. | 13 | 1 | 8 | 0 | 0 | 1 | 0 | 0 | 0 | 3.00 | 3.50 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 10 | 3 | 30 | 3 | 0 | 0 | 0 | 0 | 0 | 5.00 | 5.00 |
| Q2 | actively promotes an environment for teaching excellence. | 10 | 3 | 30 | 2 | 1 | 0 | 0 | 0 | 0 | 4.75 | 4.00 |
| Q3 | consults the faculty adequately before making important decisions. | 10 | 3 | 30 | 1 | 2 | 0 | 0 | 0 | 0 | 4.25 | 5.00 |
| Q4 | makes excellent administrative appointments. | 10 | 3 | 30 | 1 | 2 | 0 | 0 | 0 | 0 | 4.25 | 4.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 10 | 3 | 30 | 1 | 1 | 0 | 0 | 0 | 1 | 4.50 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 10 | 3 | 30 | 2 | 1 | 0 | 0 | 0 | 0 | 4.75 | 4.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 10 | 3 | 30 | 3 | 0 | 0 | 0 | 0 | 0 | 5.00 | 5.00 |
| Q8 | manages the college's / schools's resources well. | 10 | 3 | 30 | 2 | 1 | 0 | 0 | 0 | 0 | 4.75 | 4.00 |
| Q9 | successfully raises funds to support the mission of the college / school. | 10 | 3 | 30 | 2 | 1 | 0 | 0 | 0 | 0 | 4.75 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 10 | 3 | 30 | 3 | 0 | 0 | 0 | 0 | 0 | 5.00 | 5.00 |
| elig. | resp. | % | SA | A | N | D | SD | NBJ | median | 2004 median |
||
| Q1 | actively promotes an environment for scholarly excellence. | 17 | 4 | 24 | 0 | 2 | 1 | 0 | 0 | 1 | 3.75 | 4.50 |
| Q2 | actively promotes an environment for teaching excellence. | 17 | 4 | 24 | 0 | 2 | 0 | 1 | 0 | 1 | 3.75 | 2.00 |
| Q3 | consults the faculty adequately before making important decisions. | 17 | 4 | 24 | 0 | 1 | 0 | 1 | 1 | 1 | 2.00 | 3.00 |
| Q4 | makes excellent administrative appointments. | 17 | 4 | 24 | 0 | 1 | 1 | 1 | 0 | 1 | 3.00 | 4.00 |
| Q5 | fosters a fair and rigorous promotion and tenure process. | 17 | 4 | 24 | 0 | 2 | 1 | 0 | 0 | 1 | 3.75 | 4.00 |
| Q6 | effectively represents the interests of the college / school to senior administrators. | 17 | 4 | 24 | 0 | 1 | 2 | 0 | 0 | 1 | 3.25 | 3.00 |
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 17 | 4 | 24 | 0 | 2 | 1 | 0 | 0 | 1 | 3.75 | 4.00 |
| Q8 | manages the college's / schools's resources well. | 17 | 4 | 24 | 0 | 1 | 1 | 0 | 1 | 1 | 3.00 | 3.50 |
| Q9 | successfully raises funds to support the mission of the college / school. | 17 | 4 | 24 | 0 | 1 | 0 | 1 | 0 | 2 | 3.00 | 4.00 |
| Q10 | inspires confidence in leadership overall. | 17 | 4 | 24 | 0 | 1 | 0 | 2 | 0 | 1 | 2.25 | 4.00 |