The role of the department chair as the interface between faculty and administration is considered, along with the selection, orientation, socialization, and evaluation of the chair. Attention is directed to constraints under which chairs work that are beyond their control and the way that the resulting conflict, overload, and ambiguity impede effective performance. The academic model, which assumes that authority is based on function or expertise rather than formal position, may conflict with the administrative-managerial models. Institutional and disciplinary influences on departmental administration, and the effects of unionism are also considered, along with specific approaches to making the position of chair more attractive. Four major conclusions are as follows: (1) role conflict may be reduced substantially by improving institutional management; (2) education, training, and administrative development is a central need of chairs and their key associates; (3) making the chair's role meaningful requires taking into account career orientations and disciplines, which may require changes in recruitment and selection policies; and (4) new resources may be required to make the role of the chair manageable. Appended materials include a list of films, simulations, and case studies. (SW)