This study is based on interviews with 25 programme leaders at two universities in England. Programme leadership is ubiquitous and essential to effective university operations, yet there is surprisingly little research on the role. It is an ambiguous and complex form of leadership, existing as it does in the space between standard academic and manager profiles. Existing literature on other leadership roles highlights such ambiguity as a major source of stress and cause of inefficiency. Drawing from the perspectives of current programme leaders, four main areas of difficulty are identified: role confusion, the management of others, the status and demands of leadership, and bureaucratic burdens. The paper suggests that the role of programme leader should be taken more seriously at both a research and institutional level, and that sufficient support should be implemented in relation to the four challenges mentioned above. Any real engagement with leadership at programme level, however, should also take into account the micro-politics of institutional management, a politics that combines issues of values, status and identity with more prosaic concerns over role definition, workload and student support.

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Much emphasis is currently placed on the impact of marketisation on higher education and the damage it has caused to forms of academic and student identity. Evident is a concern that much of value in these identities has been lost amidst the pressure of audit, performance indicators and consumerism. This paper explores the changes to these identities to gauge how appropriate the 'loss' thesis is as a diagnosis of current challenges. In exploring these issues, the paper argues that, while the past is troubling, the reasons for this trouble have as much to do with concerns over democratic accountability as they do with external political interference. The paper concludes by using this ideological tension to characterise the university as 'mediating publicness', a characterisation that may provide an alternative to current concerns over loss, doubt and institutional inertia.

This article reports on a study carried out on the impact of quality assurance mechanisms -

Bourdieu's career long endeavour was to devise both theoretical and methodological tools that could apprehend and explain the social world and its mechanisms of cultural (re)production and related forms of domination. Amongst the several key concepts developed by Bourdieu, habitus has gained prominence as both a research lens and a research instrument useful to enter individuals' trajectories and 'histories' of practices. While much attention has been paid to the theoretical significance of habitus, less emphasis has been placed on its methodological implications. This paper explores the application of the concept of habitus as both theory and method across two sub-fields of educational research: graduate employment and digital scholarship practices. The findings of this reflexive testing of habitus suggest that bridging the theory-method comes with its own set of challenges for the researcher; challenges which reveal the importance of taking the work of application seriously in research settings.