The variables that distinguish between deans characterized by colleagues and superiors as "most influential" and deans who were "least influential" among colleagues were studied. The sample of deans managed academic units in five public universities in the west, all meeting the Carnegie classification of "Research I" universities. Agendas and minutes from meetings of the deans' council over the previous year revealed the issues deans dealt with and how they were handled. Other questions focused on contacts and unit resources. The Influence Style Questionnare was used to evaluate behavior expected in a situation where lateral and upward influence attempts occur. Four influence styles were assessed that involve reward and punishment, participation and trust, common vision, and assertive persuasion. Three deans at each university were rated by colleagues and superiors as most or least influential, using a paired-comparison technique. Colleagues and superiors were most influenced by the deans' behavior and their resources. The most influential deans had more contact with both colleagues and superiors. There were differences between the most and least influential deans in the use of reward and punishment and in assertive persuasion styles. (SW)