The purpose of this paper is to identify higher authority organizational stressors encountered by higher education deans.
This current research employed a qualitative approach utilizing a contextual paradigm with a multiple case study methodology.
Out of ten investigated deans in a public higher education institution in Malaysia, nine reported experiences of organizational stressor elements arising from higher authority. Three non-overlapping subthemes were systematically discovered.
Successful identification of these higher authority organizational stressors has implications for higher education management policies. Policies that reduce or eliminate these stressors may create a positive and progressive environment for deans and the higher education field.
This study will thus serve to promote a deeper understanding of higher authority organizational stressors encountered by higher education deans.
