This paper presents an empirical study which explored how deans at German universities accept their new role as manager, and which factors influence the acceptance of this role. Within a framework referring to Locke and Latham's goal setting theory, the acceptance of operative goals implemented in the faculties served as an indicator of how well management as a new role is accepted by the deans. Results show that goal acceptance is influenced by the individual dean's acceptance of limited autonomy, the interpretation that one is able to shape things in the departments and by accepting limitations in the support through colleagues and faculty. Another influence lies in the perceived acceptance of the goal within the faculty. (Contains 3 figures, 3 tables and 5 notes.)