Abstract
This study is on the leadership practices of the dean of Combined Army Academy. The research is a qualitative design. The academic staff members were the participants of the study. Formal and informal conversational interview approaches, personal observation and document analysis were the instruments of the study. Thematic analysis was used for analyzing the data. Accordingly, the research findings revealed serious problems in the dean's leadership. That is, the dean's leadership practice was found to be loosely linked to each of the indicators employed in assessing his leadership effectiveness. Hence, it was suggested that the academy should revisit the academic leadership practices that had been exercised, and to genuinely see how much the academic leadership had been responsive to the group and institutional concerns if it is to grow and develop.
Key words: Leadership, academy, dean, defense.
