This paper analyzes the Head of Department (HoD) role at an elite State university in Russia. It draws upon documentary analysis of government texts and focus groups with both HoDs and lecturers. It concludes that most HoDs are invited to apply for the role by more senior university colleagues. Once in post, they are offered a range of helpful courses, but also learn from experience and by observing others. The primary purpose of the role is seen as clarifying and interpreting central university expectations, though there is scope for influencing the departmental vision. Whilst the role is very time-consuming, it does not seem to generate the kind of managerialist "values" conflict reported elsewhere. The paper ends with a tentative framework for explaining how certain contextual factors (motivation, mode of appointment, perceived level of surveillance and previous experience of higher and/or lower levels of centralized control) might increase or decrease 'values' conflict. (Contains 1 table, 1 figure, and 3 notes.)