Yes, I think that the dean of a faculty have the role you mentioned. I lack the diplomatic ability and was happy not to have been selected as the dean during my working years at a university. On the link below, the following description is given about the typical characteristics of the dean: "On a university-wide level, many of the rivalries among academic units are resolved in the relationship between the dean and the central administration. Thus, persuasiveness and ability to navigate the political environment are essential."

http://education.stateuniversity.com/pages/1722/Academic-Dean.html

Dear Prof. Tasuo,

Thank you for positive answer. You are lucky not to be a dean that job will take you away from doing your scientific achievement. I feel either to be a scientist or manger  both are difficult.

Best regards

Aly

Dear Colleagues,

Good Day,

"The Academic Dean - Typical Characteristics of Academic Deans, Career Path to the Academic Deanship 

.....

Typical Characteristics of Academic Deans

The press of responsibility and the critical role assumed by academic deans is reflected in the increasing skills required for the position. Typically, academic deans are not only required to be scholars of highest repute but also to possess some measure of managerial and leadership talent. Communication with faculty is a central activity to the deanship and one that often provokes disagreement, if not conflict. Faculty interactions often involve sensitive issues, such as tenure decisions and salary concerns, demanding an acute sensitivity to faculty needs and skills in problem-solving and conflict management. The most effective deans are skilled in building consensus, influencing outcomes in support of academic programs in a context of disparate goals, and in negotiating for resources in an increasingly scarce resource environment. On a university-wide level, many of the rivalries among academic units are resolved in the relationship between the dean and the central administration. Thus, persuasiveness and ability to navigate the political environment are essential. Effective deans also possess skills in collaboration and integration that facilitate development and implementation of new academic programs and cultivation of new opportunities for research and student learning.

Possibly one of the biggest challenges of academic deans is enacting leadership in a context where those being led neither believe they need to be led, nor are predisposed to succumb to administrative policy and procedural dictates. Such is the case with the typical faculty collective. To complicate matters further, faculty believe the kind of work in which they are engaged–teaching and research–does not require extensive bureaucratic structures, thus the administrative apparatus that demands their conformity is viewed as a nuisance and a diversion of resources. Consequently, deans must operate in an environment within which their authority is subject to ongoing challenge, making fortitude, perseverance, and humility important attributes for survival."...

 Please, go to the attached website link for more details ...

http://education.stateuniversity.com/pages/1722/Academic-Dean.html

Dear Prof. Hazim Hashim Tahir,

Thank you for your answer. Let me hire some nice skills you mentioned; communication, enacting leadership and  persuasiveness and ability to navigate the political environment.

Best regards

Aly R Abdel-Moemin

Dear @Aly, I have attached some fine related questions with fine answers and resources.

https://www.researchgate.net/post/I_have_been_appointed_as_a_dean_at_the_University_of_Jordan_of_the_Faculty_of_Tourism_and_Hospitality-Aqaba_any_advice_will_be_so_appreciated

https://www.researchgate.net/post/How_should_the_chairs_and_the_deans_be_best_selected_in_universities

https://www.researchgate.net/post/What_makes_a_great_chair_of_an_academic_department

https://www.researchgate.net/post/In_educational_institutions_should_a_Department_chairperson_be_appointed_or_elected

https://www.researchgate.net/post/what_are_the_criteria_of_choosing_a_faculty_dean

This answer is long, but it is from my experience:

A few years ago I accepted a senior leadership position in a different organization -- one with which I had little previous experience. Leaders are change agents and have been recruited or promoted to leadership positions because of their experience and success. Change was in order, but was the organization ready for change? Could it be done in a way that did not lead to mutiny?

It is not easy to lead change. Organizations develop cultures and practices based on loyalty, tradition and influence of prior leaders. New leaders are often confronted with resistance to change, because change can feel threatening. How does one lead change in a way that is successful and acceptable to the vast majority of the organization?

As change agents, leaders must promote and speak about the benefits and opportunities for employees and the organization that come with change. This must be done before, during and after implementation of changes. Tell them that the organization and its employees will benefit by embracing change as part of its culture. Explain to them what will be different as the organization moves forward. Then tell them what has been accomplished and how it has benefited both the employees and the organization. Effective communication is essential for effecting change.

In my second week on the job, I gave a state-of-the-organization address to our employees. This was based on all of the data that I could accumulate and summarize in a week’s time. My report also compared us with some of our peers. It set some goals for the future. One highly respected employee told me afterward that he learned more about the organization in that 45-minute presentation than he had learned in the previous 20 years. The employees had not heard much in the past about data or how we compared with other organizations. Data can be a powerful asset in driving change.

Our organization had about 1400 employees in about 120 different locations including offices and facilities. In the first year I visited virtually all of them. One can learn much more about the organization where the rubber-hits-the-road than in the executive suite. These visits also allowed me to interact with customers and constituents. One constituent told me that he did not like changes that I was promoting and that we were headed in the wrong direction. Visiting sites and listening to employees, customers and constituents is essential to learn about acceptance of change.

One model that I use for leading change is much like growing plants from seeds. A seed (idea for change) is planted by interacting with a handful of representative employees. The idea is fertilized with support data and watered with discussion and then one waits to see if it germinates. Germination represents positive feedback from the employees, who by and large like the idea. Some seeds (ideas) germinate and some do not. Leaders go with the ideas that germinate, not with those that never emerge. Planting ideas to see which ones germinate is an effective pre-screening process for leading change.

To be effective in leading change, leaders must use good data and engage in critical dialogue. If you are promoting a particular idea or concept to change an organization and its culture, you need to prepare rigorously for discussions with your employees, constituents and customers. Homework is essential, data analysis is essential, understanding the concept is essential. Often the teams that I worked with were surprised by the amount of studying and analyses that I had done before discussions.Persuasive rhetoric is much more powerful when it is supported by good information.

Leaders track and monitor the impact of change. Some changes can have a tremendous positive impact on an organization, but others may not. One cannot know the impact if data are not collected to measure it. Not every change will be positive and leaders must clearly admit “This worked great, but that did not”. That says it is okay if some changes do not work as expected, because those that worked well generally far outweigh those that do not. Impact of change must be tracked to know if it was beneficial to the organization.

Successful change increases an organization’s willingness to make more change. After 5 years of change, that constituent who told me in the first year that we were headed in the wrong direction returned to tell me that without the changes we had made we would never have been as good of an organization as we had become. Tracking the impact of change strengthens the organization’s willingness to make changes and make them more easily.

Leaders reward those that help make changes that are beneficial to the organization. One of our efforts was focused on increasing sources of revenue. One of the steps we implemented provided substantial financial rewards to employees that were successful in bringing in more revenue. Revenue in this particular part of the organization rose 5-fold in six years. The process worked. Those that were successful were rewarded and the entire organization benefited from the increased revenue. Rewarding those that help make change successful benefits the entire organization.

Avoid a mutiny: communicate, use data skillfully, engage with the organization, prepare rigorously, track progress, acknowledge successes and failures, measure impacts and reward those that help make change successful.

Dear Jack Haiden Britt ,

I am very lucky to see your very rich answer with experience this morning. Surprised me the words of change, and the model of leadership:

"One model that I use for leading change is much like growing plants from seeds. A seed (idea for change) is planted by interacting with a handful of representative employees. The idea is fertilized with support data and watered with discussion and then one waits to see if it germinates. Germination represents positive feedback from the employees, who by and large like the idea. Some seeds (ideas) germinate and some do not. Leaders go with the ideas that germinate, not with those that never emerge. Planting ideas to see which ones germinate is an effective pre-screening process for leading change"

Also revenue and how to avoid mutiny! 

That encourage me much to compete to be a dean? the thing that stopped me every time to compete  to be a dean that the top administration against change! is that can be changed? try or not?

All the best 

Aly R Abdel-Moemin

Dear Ljubomir Jacić,

Thank you very much for your answer with meticulous searching. Your answer is enriched my question with good information.

All the best

Aly R Abdel-Moemin