-A departmental chair is the academic and administrative leader of this unit. The chair directs the faculty of a department in carrying out its missions of teaching, scholarly work, and professional activities.
-The chair is responsible for the department and its faculty. This responsibility includes: recruitment, mentoring, development, annual review, retention, satisfaction, management of conflict of interest and commitment, policy and procedural compliance, salary components and increases, human resource procedures, and safety of the departmental faculty and staff.
-A chair must listen and communicate effectively with faculty and staff. The chair should seek out appropriate honors, awards, and national placements for faculty and staff. Satisfaction of the department's many constituents and stakeholders is an important objective.
-The chair and faculty must understand and adhere to Faculty Senate Bylaws and the University of North Carolina General Administration Policies.
-As the leader of the department, the chair must be a role model for collegiality, collaboration across the organization, integrity, scholarship, and professional competence.
-The chair must be fair and enjoy the confidence of the faculty, staff, students, and trainees. A chair should avoid conflict of interest, conflict of commitment, and the appearance of such conflicts.
-Another responsibility is to create a culture of research, set targets for departmental and individual publications, proposal submissions, and presentations in premiere venues. -The chair is responsible for departmental educational programs particularly those for undergraduate students, graduate students, and postdoctoral fellows.
-The chair must be a leader with national professional impact in his or her field.
As the leader of the department, the chair must have a strategic vision for the department and faculty concordant with that of the university.
-A core responsibility of a department chair is successor planning to train, develop, and mentor individuals who could successfully succeed the chair or assume positions of leadership nationally.

-The chair and department are expected to participate robustly in cultural and organizational needs and activities of the university.
-The chair is responsible for maintaining a sound budget for the department, consistent with rules and intent of the university.
-The chair is charged with fiduciary and regulatory agency compliance related to the departmental activities. Physical and financial resources of a department must be managed effectively and wisely by the chair.
-The chair should be successful at philanthropic development.

-A departmental chair is the academic and administrative leader of this unit. The chair directs the faculty of a department in carrying out its missions of teaching, scholarly work, and professional activities. <br/>-The chair is responsible for the department and its faculty. This responsibility includes: recruitment, mentoring, development, annual review, retention, satisfaction, management of conflict of interest and commitment, policy and procedural compliance, salary components and increases, human resource procedures, and safety of the departmental faculty and staff. <br/>-A chair must listen and communicate effectively with faculty and staff. The chair should seek out appropriate honors, awards, and national placements for faculty and staff. Satisfaction of the department's many constituents and stakeholders is an important objective. <br/>-The chair and faculty must understand and adhere to Faculty Senate Bylaws and the University of North Carolina General Administration Policies. <br/>-As the leader of the department, the chair must be a role model for collegiality, collaboration across the organization, integrity, scholarship, and professional competence. <br/>-The chair must be fair and enjoy the confidence of the faculty, staff, students, and trainees. A chair should avoid conflict of interest, conflict of commitment, and the appearance of such conflicts. <br/>-Another responsibility is to create a culture of research, set targets for departmental and individual publications, proposal submissions, and presentations in premiere venues. -The chair is responsible for departmental educational programs particularly those for undergraduate students, graduate students, and postdoctoral fellows. <br/>-The chair must be a leader with national professional impact in his or her field. <br/>As the leader of the department, the chair must have a strategic vision for the department and faculty concordant with that of the university. <br/>-A core responsibility of a department chair is successor planning to train, develop, and mentor individuals who could successfully succeed the chair or assume positions of leadership nationally. <br/> <br/>-The chair and department are expected to participate robustly in cultural and organizational needs and activities of the university. <br/>-The chair is responsible for maintaining a sound budget for the department, consistent with rules and intent of the university. <br/>-The chair is charged with fiduciary and regulatory agency compliance related to the departmental activities. Physical and financial resources of a department must be managed effectively and wisely by the chair. <br/>-The chair should be successful at philanthropic development. <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/> <br/>

Dr. Pamela Martin is the Chair and an Associate Professor in the Department of Psychology at North Carolina Central University (NCCU). Before coming to NCCU, she was a tenured Associate Professor at North Carolina State University (NCSU), which she holds a joint appointment. Dr. Martin was the first African American female tenured in the Department of Psychology at NCSU in 2009. For her outreach efforts in the Raleigh-Durham areas in 2008, Dr. Martin was inducted into the Academy of Outstanding Faculty Engaged in Extension and Engagement at NCSU. She earned a Ph.D. in Ecological/Community Psychology and Urban Studies from Michigan State University. After completing her graduate training, Dr. Martin was a National Science Foundation Postdoctoral Fellow at the Programs for Research on Black Americans at the Institute for Social Research at the University of Michigan. Influenced by ecological theory, Dr. Martin is interested in examining the person-environmental fit between social institutions such as churches and behavioral outcomes. More specifically, her research investigates the role of theology in shaping the daily experiences of African Americans. Dr. Martin seamlessly integrates her extension and engagement efforts with her teaching and research. Not only does she engages in extension outreach activities herself, she also teaches students to do so, and inspires them to continue in that tradition after graduation.

Dr. Pamela Martin is the Chair and an Associate Professor in the Department of Psychology at North Carolina Central University (NCCU). Before coming to NCCU, she was a tenured Associate Professor at North Carolina State University (NCSU), which she holds a joint appointment. Dr. Martin was the first African American female tenured in the Department of Psychology at NCSU in 2009. For her outreach efforts in the Raleigh-Durham areas in 2008, Dr. Martin was inducted into the Academy of Outstanding Faculty Engaged in Extension and Engagement at NCSU. She earned a Ph.D. in Ecological/Community Psychology and Urban Studies from Michigan State University. After completing her graduate training, Dr. Martin was a National Science Foundation Postdoctoral Fellow at the Programs for Research on Black Americans at the Institute for Social Research at the University of Michigan. Influenced by ecological theory, Dr. Martin is interested in examining the person-environmental fit between social institutions such as churches and behavioral outcomes. More specifically, her research investigates the role of theology in shaping the daily experiences of African Americans. Dr. Martin seamlessly integrates her extension and engagement efforts with her teaching and research. Not only does she engages in extension outreach activities herself, she also teaches students to do so, and inspires them to continue in that tradition after graduation.

PhD	Michigan State University	2001
MA	North Carolina Central University	1996