Two studies, conducted at the University of Washington and 30 large research-oriented institutions, examined the issue of performance of college and university administrators. In the first study, operational dissonance among the three levels of academic administrators were examined. Based on the role prescriptions and job functions of administrators delineated in previous reported studies, three questionnaires were developed. Respondents were asked to characterize their role functions and the degree of interaction with the other administrators, and to describe the observed performance of the role functions of other administrators. Provosts, deans, and department chairpersons were surveyed and 114 operational variables were studied. Usable responses were received from 417 of the 627 administrator sample. The second study examined task-specific tension and/or stress levels and their effects on the quality of administrator decisionmaking. Graduate students role playing as administrators completed tasks in which they experienced varying increases in tension and anxiety. Findings of both studies indicated the existence of inappropriate administrator behaviors leading to dysfunctional operations. Suggestions to alleviate identified problems include individual and group administrator training programs. (SW)