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In 2017 Universities Australia initiated their Indigenous Strategy 2017–2020 which outlined a clear commitment for each university to appoint at least one Indigenous person to a senior executive role. Many universities are yet to realise this promise. In some cases, it is a situation of nil intent to do so, while others have an underlying desire to adhere to their commitment but with minimal success. Drawing on a larger study of Indigenous leadership in higher education, this paper focuses on the experiences of three recruiters who have been responsible for recruiting a senior Indigenous appointment. It provides an understanding of cultural complexities, recruitment barriers and key strategies which the sector can incorporate into their business activities to secure the best person for such positions. Notably, this paper argues there is no template for such positions and they are usually diverse in terms of their responsibilities and strategic outcomes. [ABSTRACT FROM AUTHOR]

Concerted efforts to transform gender cultures within Nigerian universities have introduced formal strategies aimed at reinforcing gender equity principles and practice. This is evidenced through the creation of gender centres and the adoption of gender equity policies in some Nigerian universities. However, existing literature reveals that despite these formal measures, gender imbalance in academic leadership is still prevalent. This paper seeks to investigate why gender equity policies in Nigerian universities have failed to gain traction, especially for advancing women to academic leadership positions. Using documentary data gathered from purposively selected universities in Nigeria, this paper unveils the various ways in which the content and enactment of institutional gender policies are gendered and potentially reinforce systems of inequality. Informed by a Feminist Institutionalism and Feminist Policy Analysis framework, I analyse gender policy documents and identify areas of silence, women's exclusion, and how male dominance is perpetuated in the policy. [ABSTRACT FROM AUTHOR]

Leadership matters for the success of large enterprises and this is also the case for higher education institutions and universities. Yet, the public nature of universities and of academia means these institutions are usually highly dependent on external actors, in particular government. Viewed through a lens of distributed leadership, this paper explores how leaders in universities, national academies and government view and rate key changes associated with this pervasive reorientation and reorganisation of public higher education. It asks where do the views of leaders within universities and those outside universities converge and diverge and what patterns are evident in the differences between leaders? Drawing on 116 in-depth interviews and 114 follow-up surveys with senior higher education leaders in Australia, of which just over half were university senior executives, this paper concludes that all leaders surveyed are largely aligned in their views of most issues. [ABSTRACT FROM AUTHOR]

Mentoring and coaching are primarily intended to develop mentees, net of any benefits for mentors. This paper details the construction of a mentor-coaching model to develop leadership capability in Higher Education Academy Fellowship program mentors at an Australian university. We elaborate developmental benefits for mentors of an iterative approach, in which mentee experiences inform subsequent mentor training and help to build community. This serves the key aims of our program, including anticipated benefits for the institution flowing from this strategy for driving broader change in learning and teaching cultures and practices. We propose that dyadic and group mentoring can be structured to support growth in leadership capability in a community of mentors, if participation in that community is framed as a form of continuing professional learning. We detail the program level mechanisms through which this capability building model of mentor-coaching may potentially transform learning and teaching at Deakin University. [ABSTRACT FROM AUTHOR]

The article discusses various reports published within the issue including a paper on leadership, a report on the increasing stressfulness of the academic profession and a paper on unemployment patterns among the skilled young in Portugal.

The importance of transnational programmes as part of the internationalisation of higher education has grown rapidly in importance in recent years. In this paper, transnational higher education is defined as the delivery of programmes overseas by a parent institution either operating directly or in association with an international partner. Whilst such programmes have been considered from a paedagogic perspective, their impact on institutional management is under-researched. Yet, it is clear that management practice is critical to success or failure. This paper is based on a detailed analysis of institutional audit reports prepared by the Australian Universities Quality Agency in the period 2008–12. The reports are used to identify key issues for institutional management. Building on this analysis, the paper aims to offer a theoretical insight into governance and leadership of transnational programmes and thereby provide practical guidance for strategy formation. [ABSTRACT FROM AUTHOR]

Introduces the themes of the papers featured in the July 2005 issue of the "Journal of Higher Education Policy and Management." Analysis of vocational degrees and doctorates; Leadership in academic departments; Consideration of student performance.

Strategic planning was introduced to Australian universities as part of the Commonwealth Government higher education reforms of 1988. The 'Dawkins Reforms' implemented extensive structural reform, changed executive leadership roles and responsibilities, commenced the 'managerialisation' of the Australian university sector, introduced the Higher Education Contribution Scheme and facilitated the transformation of Australian universities from collegial academies to modern, 'enterprise' universities. There is an abundance of published marketing material celebrating 'effective' strategic planning outcomes in the myriad of strategic plans published by Australian universities. Yet, a recent study indicates that strategic planning remains a contested internal leadership function in Australian universities almost 30 years after traditional academic planning was replaced with commercially-focused strategic planning. This paper will review the effectiveness of strategic planning practices in Australian universities guided by the rhetorical question: 'how good are we and how do we know?' [ABSTRACT FROM AUTHOR]

Changes in expectations of research education worldwide have seen the rise of new demands beyond supervision and have highlighted the need for academic leadership in research education at a local level. Based on an interview study of those who have taken up local leadership roles in four Australian universities, this paper maps and analyses different dimensions of the emerging leadership role of research education coordination. It argues that while there is increasing clarity of what is required, there are considerable tensions in the nature of the coordination role and how coordination is to be executed. In particular, what leadership roles are appropriate and how can they be positioned effectively within universities? The paper draws on the Integrated Competing Values Framework to focus on the activities of coordination and on ideas of distributed leadership to discuss the leadership that characterises coordination. It is argued that without acknowledgement of the influences that coordinators need to exert and the positioning and support needed to achieve this, the contemporary agenda for research education will not be realised. [ABSTRACT FROM AUTHOR]

This paper considers the case for reform of management structures in UK universities and offers proposals for change. The model of top-down, performance-led management that characterises many institutions is both outmoded and ill-suited to the challenges of an increasingly turbulent higher education sector. Drawing on the experiences of a university that introduced a new scheme of performance management, I explore alternative approaches to leadership and management, collaborative or partnership working designed to improve employee voice and the need to re-evaluate approaches to Human Resource Management. I conclude with a five-point model for change. [ABSTRACT FROM AUTHOR]

Higher education is under pressure to advance from a singular focus on assessment of outputs (measurements) to encompass the impact (influence) of initiatives across all aspects of academic endeavour (research, learning and teaching, and leadership). This paper focuses on the implications of this shift for leadership in higher education. Demonstrating the impact of leadership in higher education requires taking a step beyond measuring the skills, behaviours, and achievements of individual leaders to demonstrating how universities can evaluate the impact of actions taken to build leadership capacity across the institution. The authors extend the outcome of empirical research into how a distributed leadership approach can be enabled and evaluated in Australian higher education – to analyse the effectiveness of these processes for both measuring output and assessing the impact and influence of practice. [ABSTRACT FROM PUBLISHER]

Within the framework of the strategic journey undertaken between 2005 and 2010, this paper seeks to examine how the University of Melbourne sought to differentiate itself through the introduction and reconceptualisation of a ‘third stream’ of academic work. Specifically, this paper seeks to investigate, through qualitative methods, how those in leadership roles in diverse areas of the University understood and operationalised knowledge transfer as a new strategic priority from 2006; and the approaches taken leading to the University's (subsequently refined) view of third stream activity as engagement. This paper also argues that there were multiple barriers to introducing and implementing the new strategy. However, once personal linkages were created between the changed strategy and scholarly life, an organisational story developed with the potential benefits leading to opportunities through mission differentiation, without the risk of unsustainable organisational resource demands. Finally, this paper concludes that significant change is not easy, but it is possible. [ABSTRACT FROM AUTHOR]

This paper discusses responses provided by 31 Pro Vice-Chancellors (PVCs) and Deputy Vice-Chancellors (DVCs) who were part of a larger study of more than 500 higher education leaders in roles ranging from DVC to head of programme in 20 Australian universities. Using both quantitative and qualitative data the paper gives an insider's perspective on what the roles of DVC and PVC are like at the daily level. It identifies the key focus of the roles, highlights the criteria these leaders use to judge that they are effectively performing them and outlines the relative impact of different influences on their work. It then discusses their views on what being in such a role is like, including its key satisfactions and challenges; and identifies the capabilities seen to be central to managing in such a context. Finally, it provides insights into how such leaders have gone about learning their role. The paper indicates how these findings can be used to address the current succession crisis for leaders in such critical roles. It shows how the data generated can be used to build leadership from within by identifying leaders with potential early on in their career, how the findings can be used to give selection processes more focus and how leadership development programmes can best be shaped to be effective. Having a high level of emotional intelligence is identified as a key ingredient in the successful delivery of such roles. [ABSTRACT FROM AUTHOR]

This paper critically explores the opportunity for leadership development in higher education within an interpretative inquiry paradigm from the perspective of middle-level academics transitioning into leadership/management roles in Australian universities. Middle-level academics are described as being at a mid-point in their careers and universally appear to represent a substantial percentage of academic personnel in tertiary institutions. Much has been written about the rapid and seemingly unstoppable changes occurring in the higher education climate as a result of global reform and with it the effect that change is having within the realm of academic leadership. Of some interest particularly is the effect that change is having at the level of middle-level academics in leadership roles. Many universities throughout Australia have established various 'leadership capability frameworks' to meet the need of leadership and management development. However, consideration needs to be given to how well these programs prepare middle-level academics for their leadership roles. [ABSTRACT FROM AUTHOR]

This paper reviews the fourth decade of the Journal of Higher Education Policy and Management, including author analyses and thematic insights from articles published from 2009 to 2018. In addition to an increase in the number of articles published, the Journal now publishes more articles by authors from outside Australia, female authors and co-authored articles. Institutional management and leadership is the most common theme, responsible for just over one quarter of articles. By methodology and level of analysis, roughly half of all articles utilise survey or multivariate approaches and target national-level insights. Due to the practical orientation of the journal, many articles integrate management, leadership and policy with other common higher education themes, such as student experience and quality assurance. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

This paper considers Australian academic staff members' attitudes to their colleagues in positions of university leadership, based on responses to the international Changing Academic Profession (CAP) survey conducted in 2007. When compared with responses from other participating nations, Australian academics indicate considerably lower satisfaction on management issues than the average for all countries. Only academics from Hong Kong and the United Kingdom report a lower level of satisfaction with institutional leadership. [ABSTRACT FROM AUTHOR]

Interim, discontinuous or 'acting' management is an increasingly ubiquitous feature of universities. This paper asks: What are the implications of this for good academic governance? Should we understand this managerial dance as a symptom of the collapse of good managerial order or, by contrast, as a symptom of the robustness and flexibility of the organisational culture of the university? Or both? This paper answers 'all of the above' to these questions. It reaches that conclusion by examining relevant literature, theorising a methodology for reading the field of interim management, and by applying this theorising to an analysis of qualitative data collected as part of a national collaborative research project conducted in Australia. [ABSTRACT FROM AUTHOR]

This study explores leadership styles and gender in higher education (HE) by examining representation of female professors in Australian and Turkish universities and identifying barriers to achieving seniority. The paper explores factors, including leadership styles, which explain the higher representation of female professors in Turkey, despite legislative frameworks and strategies in Australia to improve representation of senior women. It then explores barriers to women's career advancement, including the difficult management culture, low morale, informal processes in appointment and promotion, and lack of training for management roles in Australia, and conflict between career and family roles in Turkey. Finally, the paper identifies the impact of strategic choices on leadership styles and women's career advancement. This research questions the impact of equal employment opportunity and affirmative action frameworks on women's representation as professors. [ABSTRACT FROM AUTHOR]

The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the need for more engaged and broader approach to leadership. Based on empirical research into the Australian university sector, this paper contends that a distributed leadership (DL) approach is appropriate for the higher education sector and offers value for supporting effective change. In acknowledging the paradigm change needed to implement a DL approach successfully, the authors present a process model to underpin the shift from a leader-centric to a DL approach. The Sustainable Enabling and Evaluating Reflective DL change process model presents a synthesis of how a systemic change to DL in higher education can occur. [ABSTRACT FROM PUBLISHER]

The literature suggests that collaborative approaches to leadership, such as distributed leadership, are essential for supporting educational innovators in leading change in teaching in universities. This paper briefly describes the array of activities, processes and resources to support distributed leadership in the implementation of a network, the Science and Mathematics Network of Australian University Educators – SaMnet. The research study investigated participating educational innovators’ experiences of distributed leadership using a mixed method approach after 2 years of immersion in SaMnet. Fifty innovators from 100 were surveyed and data analysed to obtain influences of the teams, the institution and SaMnet. Focus groups were used to extract rich descriptions of the experiences of the innovators. The study suggests that distributed leadership as the approach underpinning SaMnet cultivated leadership helping to complement team and institutional influences in a measurable way and to support educational innovators in leading change in university science and mathematics teaching. [ABSTRACT FROM PUBLISHER]

An introduction is presented in which the editor discusses various reports within the issue on topics including management of plagiarism, the role of foreign-born academics in the U.S., and contributions on leadership, and also mentions the death of journal's editorial board member Grant Harman.

In this paper, we explore the work life of a scholar new to academia in her methods of leading informally. We discuss five vignettes that offer moments of learning and reflection, including reducing performance anxiety, privileging financial accountability, the rise of the virtual world, the impact of silence, and the potential for confrontation to strengthen working relationships. We offer suggestions as to how contemporary leaders may adapt to the freedom that artful action offers. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses various articles within the issue on topics including leadership in higher education management, leadership relationships, and parabolic leadership approach.

This paper reports results of analyses of data from an online 360° feedback survey with 19 heads of school, 23 line managers and 120 significant others (peers, academic staff and administrative staff) from Australian universities. It focuses on the heads' effectiveness, and the extent and importance of several leadership roles. A series of repeated measures analyses of variance that examined the differences between the heads' of school self-perceptions and the perceptions of their line managers and significant others were undertaken. The analysis of the effectiveness data showed that the heads' of school self-evaluations were lower (but not significantly so) than the scores from the other two groups. The three groups agreed on how much importance they ascribed to the leadership roles, and on the extent to which these roles were displayed by the heads of school. There were significant differences between the roles in the extent to which they were displayed and considered important. [ABSTRACT FROM AUTHOR]

During the past 30 years academic leaders have advocated for the adoption of 'pedagogies of engagement' in the hopes of increasing student involvement and retention, as well as learning outcomes in higher education. More recently, universities in Asia have joined this movement, despite barriers arising from cultural norms and teaching traditions that reify knowledge and reinforce status differentiation between teachers and students. This paper explores the implementation of problem-based learning (PBL), one pedagogy of engagement in higher education in Asia. The research presents a longitudinal, mixed-methods case study of PBL implementation at a graduate school of business in Thailand. The data, collected over a seven-year period, suggest that implementation of a PBL track in the college's management curriculum was successful when judged on a variety of academic staff and student indicators. Although the capacity to generalise case study findings are inherently limited, the statistical analyses suggest that PBL can exert a positive impact on instructional effectiveness in an East Asian context known for its reliance on traditional approaches to teaching and learning. [ABSTRACT FROM AUTHOR]

The intensified competition of the global, market-based knowledge economy requires change leadership in universities and colleges throughout the world. National policy makers increasingly see knowledge as a core resource of modern economies and a prerequisite for global competitiveness. By implication, the quality of university leadership becomes crucial, both in the West as well as in Asia which has demonstrated the most rapid growth globally over the past decade. This paper explores the nature of leadership of university leadership in 'Confucian cultural lands'. Due to certain characteristics of Confucianism, university leaders in these countries may possess certain advantages in terms of changing their organisations to become more effective in terms of meeting the goals of national policies. This link between leadership and the cultural context is discussed in terms of both potential benefits and costs with respect to leading East Asian universities in this global era. [ABSTRACT FROM AUTHOR]

This paper analyses differences in perceptions of gender and leadership though qualitative interviews with 45 senior managers in Australia and Turkey. The literature suggests that masculine models of leadership are changing with both women and many men preferring transformational leadership styles. The research found that there were different perceptions about gender and leadership in Australian and Turkish universities, reflecting different economic and social contexts. Turkish respondents mostly did not engage in discussion on the topic and did not consider women experienced discrimination as managers. In contrast, Australian respondents acknowledged discrimination and supported interventions by Vice-Chancellors (VCs) to increase women in university management. Perceptions of leadership in Turkish universities were aligned with a predominantly masculine/transactional model, and in Australia had moved from heroic masculinity to more inclusive leadership styles, consistent with a transformational leadership model. [ABSTRACT FROM AUTHOR]

Much of the work of colleges and universities gets done at the academic department level. Yet, most institutions of higher learning pay little attention to either the preparation of academic department leaders or their succession into the position. This paper examines the first step taken at the University of Nevada Las Vegas (U.S.A.) to address this mid-level academic leadership preparedness issue. That step: Identify what department chairs need to know to be effective leaders. The authors then outline an approach to department-level leadership preparation based on the data gathered in the multi-level needs assessment effort reported herein and discuss possible implications for like-minded institutions. [ABSTRACT FROM AUTHOR]

This paper examines why colleges and universities will continue to confront organizational fit problems even as they move to more participatory leadership environments. The results of a case study investigating an institution that had adopted servant leadership are presented, focusing on four main themes: (1) emergence of a singular leadership approach; (2) assimilation of a 'participatory' leadership style; (3) coercing people to fit; and (4) lack of awareness about power. Principles from pluralistic leadership models are offered for alleviated organizational fit problems. [ABSTRACT FROM AUTHOR]

Leadership teams have the potential to be extraordinarily effective bodies, undertaking institutional-level decisions and driving performance. There has been limited exploration of the nature of leadership teams in higher education and specifically those at the forefront of academic units where teaching and research is undertaken. This study examined the relationship between composition of school leadership teams and school performance data over a 5-year period in one Australian university. The results demonstrate an agility at the school level to address changing institutional priorities through the composition of school leadership teams and a distributed approach to leadership, providing momentum on which to build. [ABSTRACT FROM AUTHOR]

Heads of department (HoDs) are commonly made responsible for implementing gender balance change in academia. Research has found that they are often reluctant to take ownership of this problem. Our study found that department heads in Norway did take on a lot of ownership for gender balance change and we divided their leadership approaches with regard to gender balance into uncertain, collegial and heroic. However, such approaches did not distinguish much regarding what they were able to do in practice, partly due to restraints from being in a middle-management position. Thus, there is a unexploited potential for HoDs taking a leading role in gender balance change if they are granted more autonomy and more support from above leadership. [ABSTRACT FROM AUTHOR]

Indigenous research leadership can enhance research benefits to Indigenous communities. Our research investigates how Aboriginal and Torres Strait Islander (henceforth Indigenous) leadership is expressed in the context of academic research, and how Indigenous leadership is supported or constrained in such context. This exploratory study includes semi-structured interviews with 20 Indigenous Australian researchers and document analysis. The thematic content analysis suggests that 'Indigenous leadership in research' refers to features, qualities or processes that enable certain outcomes, rather than formal ranking. Our research proposes a model connecting Indigenous leadership features in research with the achievement of (social) research impacts. The performance measures valued in academic research reflect a limited part of leadership as expressed by interviewees, hindering the achievement of higher hierarchical positions by those who holistically pursue such a leadership model. We suggest changes in the incentive structure and performance measures to better support Indigenous leadership in research. [ABSTRACT FROM AUTHOR]

This article uses resource-dependence theory to analyse how academic mid-level leaders in Finnish universities respond to their changing post-reform management environments. The 2010 university reform and subsequent university-specific management reforms have created new positions and roles for academic leaders. By identifying critical resources, academic leaders recognise essential uncertainties and dependencies and design actions to ensure the continuity of their units' academic functions. Mid-level academic leaders perceive internal and external uncertainties requiring different actions, reflecting their dual status and role. They use their new powers and respect academic values, while promoting their new management roles and competitive behaviour in academic functions. Academic leaders are intra-organisationally influential resource-dependent players. From the viewpoint of university reform implementation, therefore, it is important to know what they emphasise in their leadership role. [ABSTRACT FROM AUTHOR]

The article discusses the notion of emergent organisations in relation to university strategic management and higher education leadership. Topics include aspects of organisational change, the notion of strategic management as a process in higher education institutions (HEIs), and the notion of continuous change.

The purpose of this study was to describe and analyse leadership challenges in the organisation of strategic research centres, focusing on the relationship between organisation and the level of institutionalisation. Four main themes of leadership challenges were identified: (1) thechanging university context, including relationships with top management and faculties; (2)research strategy, considering decisions about diversity or a focused perspective; (3)management, dealing with prioritising administrative work; (4)affiliation, the sense of belonging to a strategic research centre, comprising issues of leadership, trust, attitude towards recruitment and succession. We concluded that leadership and effective administration are vital for research collaboration, not only within small research groups as been shown in other studies, but also within large groups in university-based research centres. [ABSTRACT FROM AUTHOR]

A national sample of 1515 university administrators (academic deans, directors, associate deans, and department chairs) completed a survey of leadership skills, preparedness for administrative role, and job satisfaction. Overall, participants felt least well prepared in the areas of developing entrepreneurial revenue, developing metrics to document progress, and handling grievances and appeals. Leaders who had taken courses in business administration, human resources/leadership, industrial-organisational psychology, and behavioural psychology reported feeling more prepared for their administrative role than those who had not. Indications of role strain were evident. The majority of participants had become less interested and less enthusiastic about their work since beginning their administrative appointment. Approximately half reported that duties of the administrative role regularly interfered with well-being and quality of life. Only 20.5 per cent of participants reported feeling good at their job every day. Women reported feeling more overwhelmed and less well compensated than men – yet also more skilled in inspiring others and addressing poor performance. Our findings highlight the need for continued leadership development and management training, as well as mechanisms to support leaders in maintaining wellness behaviours. This study provides baseline measures on how academic administrators experience their roles and is part of an ongoing longitudinal investigation of leadership in higher education. [ABSTRACT FROM AUTHOR]

This reflective essay presents a personal account of experiences and models that have shaped the development of the author as a leader in tertiary education. It is presented from the perspective of a practitioner whose career has led her through academic and administrative roles in Australian and UK institutions into her current position as academic registrar of a large, global university. The author concludes that, in learning to lead, the ideas that have been influential and which she has integrated into her practice are those that resonate with her own understanding of leadership and which are consistent with her values. [ABSTRACT FROM AUTHOR]

Australia’s higher education policy settings have signalled a shift towards marketisation. As a consequence, Australian universities have become increasingly competitive, and as they seek to compete for students in higher education markets, they begin to resemble commercial organisations. This article examines the challenges confronting the leadership team at one of Australia’s fastest growing universities, Australian Catholic University. Specifically, it seeks to address the development of systems to better service future students in an environment where the University is not aware or accepting of the need for change. [ABSTRACT FROM PUBLISHER]

In this article, the focus is on understanding the success of one university in increasing the proportion of women at professorial level from zero in 1997 to 34 per cent in 2012, considerably above the averages for Irish, European Union and Australian universities. Using a concept of leadership ‘as a process of influence’ and drawing on both documentary and experiential evidence, it identifies four stages and key factors in that transition, including the situational context of a new university; positional and informal leadership; increased transparency and the prioritisation of disciplines with high levels of professorial posts and where the appointment of women was structurally more likely. It illustrates the extent of the change that can occur, even in intractable areas such as the university professoriate. Such change is neither inevitable nor permanent. [ABSTRACT FROM AUTHOR]

Women remain a minority in the Australian professoriate despite decades of equal opportunity policy. This article discusses the findings of an intensive case study that investigates why women's representation declines at the most senior academic levels. Through in-depth interviews with 24 women, the study explores the extent to which women's choices and aspirations are shaped by academic employment conditions that are ambiguous in their effects on women's capacity to reach senior academic roles. Responses suggest that women are slowed down, in ways that men often are not, by multiple conditions. The findings draw attention to the need for equity policies that support women to reach the professoriate before retirement becomes the preferred option. [ABSTRACT FROM AUTHOR]

We report on a succession planning pilot project in an Australian university health faculty. The programme aimed to enhance organisational stability and develop leadership capacity in middle level academics. Six monthly sessions addressed university and general leadership topics, communication, decision-making, working with change, self-management and career development. Participants were assisted by mentors and sponsors and completed a project for the faculty. Kirkpatrick's model was used to evaluate participants' reactions, knowledge, behaviour change and plans for the future using an open-ended questionnaire. Four men and four women completed the programme, rating it satisfactory. Participants' responses revealed acquisition of leadership capacity, changes in perceptions of leadership, and motivation to undertake leadership roles. Mentors were invaluable to leadership development and reported high satisfaction with the role. The model has potential as a guide for succession planning. [ABSTRACT FROM PUBLISHER]

Studies since the mid-1980s suggest that university heads of schools experience the role as a series of tensions between enlightenment and enterprise-building agendas. It is apparent that the headship requires skills in management and capacities in leadership not necessarily furnished via typical academic pathways. In such light, the present investigation asks could the headship be different, given evidence that scholarly productivity and professional satisfaction are often compromised, even where heads value the role and demonstrate effective leadership? My aim is to contribute to the study of leadership and management in higher education; interpret discourses generated about the experience of the headship; analyse how the role is constituted and bounded; and explore how it might be transformed. Focusing on understandings of the headship at the University of Tasmania, Australia, the work is contextualised to experiences elsewhere, and should have salience across the sector. [ABSTRACT FROM AUTHOR]

Within the changing tertiary environment, research activity and performance are coming under greater pressure and scrutiny. External policy and funding directives are resulting in revised institutional objectives, requiring variations to organisational structures and processes. These changes have an impact on the relationship between the institution and the individual. Institutional executives provide benchmarks for revised activity and performance, while academic staff respond to new internal directives and accountability requirements by reprioritising their responsibilities. At the same time, there will inevitably be an informal evaluation of the resourcing and support provided for staff as they experience the institutional push to attain greater research outputs. Within this dynamic environment there is the potential for tensions and negative outcomes if interactions are not carefully directed. The implications for leadership are obvious. What is less evident is whether the strategic intent of the institution resonates through the institution in alignment with the development of a supportive research culture. [ABSTRACT FROM AUTHOR]

Situated in the broader context of academic administration and senior executive university leadership, this study examined variables correlated with self-reported satisfaction and performance among community college and four-year university presidents in four densely populated north American states. The results of our analysis suggest that personal and institutional demographics as well as measures of institutional discord are significant predictors of self-reported presidential satisfaction and performance. It was found that malleable factors - such as the difference in perception between what 'is' and what 'should be' - are more influential in predicting satisfaction and performance than fixed factors, such as personal and institutional demographics. [ABSTRACT FROM AUTHOR]

International student exchange programmes are acknowledged as one aspect of a broader suite of internationalisation strategies aimed at enhancing students' intercultural understanding and competence. The decision to participate in an exchange programme is dependent on both individual and contextual factors such as student exchange policies and programmes of the home university. The aim of the current study was to demonstrate the relationship between participation rates in Australian university exchange programmes and the presence of a clear strategic goal specific to student exchange. While there was a significant relationship between the specific strategic goal of student exchange and programme participation rates, the implementation process appears to play a greater role in influencing student participation. It is suggested that the success of an exchange programme is moderated by organisational factors such as leadership and organisational culture, national government international education policies, and the level of resourcing and accountability. [ABSTRACT FROM AUTHOR]

The article offers the author's insights on the article "Professionals, oaths and flashbacks in the university," by Peodair Leihy. He mentions the difference between professionalism and vocationalism in the universities, and its effects on business enterprises. He also discusses the universities' capabilities in predicting crisis using leadership.