Leadership and higher education

Middlehurst, Robin

doi:10.1007/bf00138189

Cited by 7 publications

(2 citation statements)

References 5 publications

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“…the leader ship itself needs to be participatory and democratic' . Middlehurst (1989), Slowey (1995) and Gregory (1996) see the potential in universities for managing change through 'dispersed leader ship' based on collegiality, participation and collaboration. This may then return us to the issue of culture, which according to Johnson (1992) is represented by the core values, beliefs and attitudes held by employees.…”

Section: Leader Ship In Change Managementmentioning

confidence: 99%

Leading Change in Higher Education

McRoy

Gibbs

2009

Educational Management Administration & Leadership

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Section: Leader Ship In Change Managementmentioning

confidence: 99%

Leading Change in Higher Education

McRoy

Gibbs

2009

Educational Management Administration & Leadership

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“…The positions of head of department and dean are probably best described as academic leadership roles (Middlehurst, 1989 colleagues by persuasion and by the credibility and respect an individual earns. However, this approach to academic management is severely tested when an institution finds itself having to accept policies of contraction.…”

Section: Institutional Management Structurementioning

confidence: 99%

The Role of the University Head of Department

Mathias

1991

Journal of Further and Higher Education

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The head of department occupies a key institutional position yet the role is a complex and demanding one which is subject to pressures, conflicts and uncertainties. This paper examines aspects of the role of the head of department through the proceedings of a day conference for heads of department at one university. It highlights issues and concerns, and analyses them in terms of the cultural and organisational characteristics of universities as institutions. Among the key issues identified are: the nature of institutional management structures; relationships with the administrative centre; and the nature and definition of the head of department's role.

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The leadership challenge in universities: The case of business schools

Bolton

1996

High Educ

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Qualitative research based on in-depth interviews with seventeen deans of schools of business in US and European universities reveals that morale is higher than has been suggested despite great pressures on the deans' leadership and management abilities. The deans report spending an average of forty-five percent of their time working with external constituents and suffering from excessive workloads. They regard themselves as less powerful than leaders in business whilst being equally accountable financially. They see themselves as facilitators for their colleagues. Whilst acknowledging mistakes and the major scale of challenges ahead, most report a high degree of commitment and enthusiasm. There was no evidence of national cultural differences in organisation or attitudes. None of the deans experienced formal training and development to prepare them for their role. The study may provide some pointers to the possible content and appropriate means of delivering such provision.

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Leadership and higher education

Cited by 7 publications

References 5 publications

Leading Change in Higher Education

Leading Change in Higher Education

The Role of the University Head of Department

The leadership challenge in universities: The case of business schools

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