Collegiality, managerialism and leadership in English universities

ConclusionThose interested in the capacity of universities to change should be concerned with the quality of leadership, but in the ‘old’ universities leadership is regarded ‘either as a faintly subversive activity or as a low status occupation for academics’, and so leadership is not rewarded or seen as a legitimate career aspiration (Middlehurst 1993, 177). In this situation, and at a time when good leadership is most needed, academics are withdrawing from governance and this is leaving a gap, a gap that is forcing administrators into more management because they are not in a position to lead faculty. Universities need to recognize and develop academic and organizational leadership, with those leaders working in ways and through structures that secure consent for change, so challenging those who argue that we face a stark choice between the democracy of collegiality or the alleged efficiency of managerialism.

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