You are:

Research and Publication Banner

Effective Leadership in Higher Education

Alan Bryman, School of Management, University of Leicester
Research Series 1.4, June 2007

S1-04 - Front Cover

Download the Research


Executive Summary

This report aims to summarise the key findings from a research project investigating the styles of and approaches to leadership, and leadership behaviours, which are associated with effectiveness in higher education. The project consisted of two distinct tasks, the first was a systematic search of literature relating to leadership and effectiveness in higher education studies. The second element was a series of semi-structured interviews with academics who were involved in researching leadership in higher education, or leadership more generally. The key research question directing the investigation was: ‘What styles of or approaches to leadership are associated with effective leadership in higher education?’ In addition to this publication, an extended report has also been written which includes longer sections covering the head of department and institutional level analyses, and more detail about many of the studies reviewed.

METHODOLOGY

A search was conducted for articles in refereed journals for the period 1985-2005, based on data from the UK, USA, and Australia. Studies were included where they examined the links between leadership (defined as when the styles of behaviour investigated were to do with influencing the goal directed behaviour of others) and effectiveness. Articles were included only if they met suitable quality criteria, and if they were based on reporting of original research or secondary analysis of data. The literature was analysed to identify common, or at least comparable, findings between the studies. Lists of behaviours where there was some agreement across different studies about their effectiveness (or ineffectiveness) were compiled.

After the review of the literature, 24 leadership researchers were interviewed about their own experiences. They were asked to consider the forms of leader behaviour that are associated with effectiveness in higher education. The interviewees were selected so that they represented one of three main categories of leadership researcher:

  • Leadership researchers whose interest was in school leadership or in the learning and skills sector.
  • Those with a management/business school background who were mainly interested in leadership outside of education
  • Leadership researchers who had an interest in leadership in higher education.

During each interview, general questions were asked about leadership issues and then a series of questions about higher education leadership were asked which made up the bulk of the interview. All interviews were audio-recorded and transcribed fully. They were then coded thematically using QSR NVivo 7.

FINDINGS

There is no obvious single way of summarising or capturing the findings covered in this report. In the literature review, the lack of consistent use of some key terms and the way in which each investigation appears to focus on some issues but not others covered by other researchers make this an area where knowledge and understanding of leadership effectiveness is not as cumulative as some might like. However, the findings from both the literature review and the interviews point to the importance of the following facets of leadership at both departmental and institutional levels:

  • Providing direction
  • Creating a structure to support the direction
  • Fostering a supportive and collaborative environment
  • Establishing trustworthiness as a leader
  • Having personal integrity
  • Having credibility to act as a role model
  • Facilitating participation in decision-making; consultation
  • Providing communication about developments
  • Representing the department/institution to advance its cause(s) and networking on its behalf
  • Respecting existing culture while seeking to instil values through a vision for the department/institution
  • Protecting staff autonomy

What seems to lie at the heart of this list is the need for leader to create an environment or context for academics and others to fulfil their potential and interest in their work. The significance of fostering a collegial climate of mutual supportiveness and the maintenance of autonomy do seem to be a particular desiderata in the academic context.

There are also clear implications about how not to lead, the following are all likely to cause damage:

  • Failing to consult;
  • Not respecting existing values;
  • Actions that undermine collegiality;
  • Not promoting the interests of those for whom the leader is responsible;
  • Being uninvolved in the life of the department/institution;
  • Undermining autonomy;
  • Allowing the department/institution to drift.

It is striking how close the core recommendations about what to do and what not to do are to Kouzes and Posner’s (2003) Leadership Challenge Model. There are also affinities with Locke’s (2003) characterisation of the key roles of a top leader, most of which seem to be relevant to heads of department in the higher education context, in spite of the fact that Locke was writing about ‘top leaders’ rather than middle managers in organisations.

However, it is important not to imply that there are no distinctive features of leadership effectiveness in higher education: For example, in the context of departmental leadership, it has been noted in this report that a very significant feature of the expectations of academic staff in particular are:

  • the maintenance of autonomy;
  • consultation over important decisions;
  • the fostering of collegiality (both democratic decision-making and mutual cooperativeness);
  • and fighting the department’s corner with senior managers and through university structures.

There are elements of these desiderata in leadership models but it is the intensity of these expectations among university employees that is distinctive. Also, the high value placed on leadership entailing a commitment to the department’s cause is very significant and not expressed even indirectly in other models. It reflects that desire of academics in particular for a congenial work context in which to get on with their work. It marks middle leadership in higher education off from middle leadership in many other contexts, in that it means that the head of department is often in a position where he or she is not engaged in executive leadership – implementing policies and directives emanating from the centre – but in defending or protecting his or her staff, quite possibly in opposition to expectations among senior echelons.

FUTURE RESEARCH

Two developments would be especially desirable for those with an interest in the practice of leadership. First, further systematic research that directly examines the connections between leader behaviour and effectiveness in the UK are necessary as most UK research only addresses this issue in an indirect way. Second, such research should be used as a springboard for developing principles of leadership effectiveness that could be employed in training leaders.

The research provides few guides for future action, not just because of the lists of factors identified above, but also because the studies examined are often short on specifics. For example, while it is clear from the literature that leaders who ignore the desirability of consulting academic and non-academic staff take great risks in terms of maintaining the support and commitment of staff, there is less guidance on precisely how the leader – regardless of level – should go about doing so.

Further, there is far too little research on the variety of leadership roles that exist in universities at departmental level (e.g. programme director, director of research), as noted previously in this report. Research on such roles and their leadership elements would provide valuable further insights into such areas as dispersed leadership and shared leadership.

Main Menu

  1. Home
  2. Programmes
    1. Programmes
      1. Top Management Programme
        1. The Longitudinal Study
      2. Strategic Finance Programme
      3. Executive Leaders
      4. Preparing for Senior Strategic Leadership
      5. Leading Departments
      6. Introduction to Head of Department
      7. Transition to Leadership
      8. Women-only Programmes
        1. Aurora
          1. About Aurora
          2. Dates, Venues and Booking
          3. Guidance for Institutions
          4. Aurora Champion Directory
          5. Role Models
          6. Resources
          7. The Longitudinal Study
          8. Case Studies
          9. Aurora Terms and Cancellations
          10. Demystifying Finance for Aurorans
          11. Aurora Films
          12. Aurora Inspiring Leaders
        2. Leadership Matters
      9. Governor Development Programme
        1. Clerks and Secretaries Professional Development and Leadership Programme
        2. Self-Assessment Tool
      10. Professional Partnerships
        1. Future Professional Directors
          1. FPD 1 - Resources
          2. FLP 10 resources
          3. FPD case study
        2. Leading Transformation in Learning and Teaching
          1. LTLT Dates and details
      11. Research Leadership Programmes
      12. Diversifying Leadership
        1. Sponsorship Toolkit
        2. Current Cohort: Dates and details
        3. The Longitudinal Study
      13. Vice-Chancellors/Principals
      14. Online Programmes
      15. Powerbrokers: Lifting the lid on the Westminster village
      16. Knowing Our Place? Strategic Leadership of University Local Partnerships
      17. Wales Higher Education Executive Leaders Programme
      18. Leading Change: Legal Organisational Forms
    2. Bespoke Programmes
      1. Change Academy
        1. Change Academy Case Studies
          1. Change Academy: University of Westminster
          2. Change Academy: Loughborough University
          3. Change Academy: York University, Toronto
        2. Change Academy FAQs
      2. Programmes for Head of Department
        1. Leading Departments
        2. Head of Department
        3. Introduction to Head of Department
      3. Research Team Leadership
      4. Leading Teaching Teams
      5. Essentials of Leading Change
      6. Building Strategic Capability
      7. Unlocking Potential Through Performance Management
      8. Cultural Intelligence
      9. Working with Others
        1. Case Study: University College Cork
    3. Conferences and Events
      1. Regional Events
      2. Network Events
      3. Scottish Events
      4. Welsh Events
      5. Outstanding Leadership & Management Team Award
      6. Leading Places National Event
    4. Alumni
      1. LF Fellowship
        1. Becoming an LF Fellow
        2. LF Fellowship FAQ's
        3. LF Fellow Directory
      2. Projects
        1. Projects 2006/07
        2. Projects 2004/05
          1. Professor Uduak Archibong
          2. Professor Teresa Rees CBE AcSS
          3. Dr Peter McCaffrey
    5. MASHEIN
    6. The Prevent Agenda
    7. Programme Dates
  3. Consultancy
    1. Sector Wide Change
    2. Institutional Transformation
      1. Governor Development and Governance Reviews
      2. Support from a change advisor
      3. Change health check
      4. Personal change questionnaire
      5. Supporting internal change consultants
    3. Teams and Individuals
      1. Bespoke and Tailored Programmes
      2. Coaching
        1. Executive Coaching
        2. Team Coaching
        3. Career Coaching Options
        4. Coaching Programmes
        5. Coaching Case Studies
      3. Unconscious Bias Workshops
    4. Organisational Development
      1. Working with Top Management Teams
      2. Evaluation and Impact
      3. Collaborations, Alliances and Mergers
      4. Strategic Marketing and Communications
      5. Leadership of the Student Experience
    5. International Consultancy
      1. Bespoke (In-Country) Programmes
      2. International Partnership and Network Programmes
    6. Frequently Asked Questions
  4. Research
    1. Research and Innovation
      1. HE-context-and-landscape
      2. Global and cross-sector perspectives
      3. Culture, change and organisational development
      4. Governance, academic and financial risk
      5. Understanding leadership
      6. Equality, diversity and inclusion
      7. Identities, roles and careers
      8. Evolving organisational forms
      9. Developing leaders
    2. Research Hub
      1. Current Tenders
      2. 2016 Research
        1. Onwards and Upwards? Tracking women's work experiences in higher education summary
        2. Onwards and Upwards? Tracking women's work experiences in higher education report
        3. The purpose of professors: professionalism, pressures and performance
        4. Leading Technology-Enhanced Learning in Higher Education: Summary
        5. Leading Technology-Enhanced Learning in Higher Education: Full Report
        6. Making the road while walking: Co-creation, teaching excellence and university leadership
        7. The Role of Prestige in UK Universities: Vice-Chancellors' Perspectives
        8. The Impact of Leadership and Leadership Development in Higher Education: A Review of the Literature and Evidence
        9. The Impact of Higher Education Leadership, Governance and Management Research - Full Report
        10. The Impact of Higher Education Leadership, Governance and Management Research - Summary
        11. Exploring the Impact of Coaching in Higher Education: a Provocation
      3. 2015 Research
        1. In the wings and backstage: exploring the micropolitics of leadership in higher education
        2. Developing and Sustaining Shared Leadership in Higher Education
        3. How can we make not break black and minority ethnic leaders in higher education?
        4. Religion in Britain: Challenges to Higher Education
        5. The Case for Growing STEMM Research Capacity in Wales
      4. 2014 Research
        1. Leading interdisciplinary Research transforming the academic landscape
        2. Exploring Student Leadership
        3. Gender and Higher Education Leadership
        4. Towards the family friendly university?
        5. The experience of BME academics in higher education: aspirations in the face of inequality
        6. Challenges for the leadership of transnational education in higher education: balancing risk and innovation
        7. The employability agenda and beyond: what are universities for?
        8. Governance in a changing environment: literature review
        9. Governance in a changing environment: thought piece
        10. The governance of private higher education providers in the UK
        11. Leading academic talent to a successful future: an international perspective
        12. Leading academic talent to a successful future: interviews with leaders, managers and academics
        13. Out in Orbit: strategies and trajectories for higher education satellite campuses
        14. Neo-collegiality: restoring academic engagement in the managerial university
        15. Trends in Governance: Universities in the Southern, African Development, Community
        16. Action Learning as a Tool for Change and Development: The Experience of Registrars and Senior Administrative Officers in Southern Africa
        17. Registrars and Senior Administrative Officers as Change Leaders in Southern African Universities
        18. The Changing Role of the University Registrar: Challenges and Prospects in Southern African Higher Education Institutions
        19. Report from the: Programme for University Leaders in the Southern African Region (PULSAR)
        20. Leading the Student Experience: Academic and Professional Services in Partnership
        21. A Complexity Approach to Leadership Development: Developing Practical Judgement
        22. Performance Management in UK Higher Education Institutions: The need for a hybrid approach
      5. 2013 Research
        1. Humanities Research Leadership in Europe
        2. Credit Risk? Reviving credit accumulation and transfer in UK higher education
        3. What do we know about: Collaborations and Partnerships in Higher Education
        4. Leadership of Practice Disciplines in Universities: The case of nurses and teachers
        5. Devolution and Higher Education: What next?
        6. Leadership for a better student experience: What do senior executives need to know?
        7. Horizon Scanning: what will higher education look like in 2020
        8. Leading interdisciplinarity: creating environments for success
        9. Using International Recruitment Agents: Risks and Regulation?
        10. Staffing Models and Institutional Flexibility
        11. Leading change in assessment and feedback
        12. Women and Higher Education Leadership: Absences and Aspirations
        13. Internationalising the curriculum: Design, delivery and depth
        14. Losing our Chains?
      6. 2012 Research
        1. What do we know about leadership in higher education?
        2. Leadership development within the UK higher education: its impact on organisational performance, and the role of evaluation
        3. The Future of English Higher Education: two scenarios on the changing landscape
        4. Disruptive Innovation and the higher education ecosystem post-2012
        5. Academic Leadership: Changing Conceptions, Identities and Experiences in UK Higher Education
        6. Leading the Student Experience: Super-Convergence of Organisation, Structure and Business Processes
        7. Leadership for Improved Academic Enterprise
        8. Leadership and Innovation Lessons from Professional Services Firms
        9. Leading Culturally Diverse Communities in Higher Education: A Self Assessment and Improvement Tool to Support Equality and Diversity Strategies Toolkit and Toolkit as Form
        10. Inequality and higher education: marketplace or social justice?
        11. Collaborations and Mergers in HE: Lessons Learned and Future Prospects
      7. 2011 Research
        1. Developing the whole student: leading higher education initiatives that integrate mind and heart
        2. A Review of Higher Education Collaborations Across Wales
        3. Higher Education Collaborations: Implications for Leadership, Management and Governance
        4. Enabling equality: furthering disability equality for staff in higher education
        5. A guide to offshore staffing strategies for UK universities
        6. Leadership and Management of International Partnerships
        7. A Framework for Identifying Governing Body Effectiveness in Higher Education
      8. 2010 Research
        1. Higher Education Futures: Key Themes and Implications for Leadership and Management
        2. Understanding Career Motivation in Higher Education, Analysis of Agregated Results from 2009 Benchmarking Study
        3. Conversations and Collaborations: The Leadership of Collaborative Projects between Higher Education and the Arts and Cultural Sector
        4. A Guide to Scenario Planning in Higher Education
      9. 2009 Research
        1. Baseline Study of Leadership Development in Higher Education 2009
        2. Diversity In Higher Education: Leadership Responsibilities and Challenges
        3. Mapping Leadership Development in Higher Education: A Global Study
        4. Departmental Leadership of Teaching in Research-Intensive Environments
        5. The Management of Academic Workloads: Improving Practice in the Sector
        6. The Role and Influence of the Secretary in UK Higher Education Governing Bodies
        7. Effective Leadership in Higher Education
        8. Governing bodies, equality and diversity A handbook for governors of higher education institutions
        9. What is an Effective and High Performing Governing Body in UK Higher Education?
      10. 2008 Research
        1. Professional Managers in UK Higher Education: Preparing for Complex Futures
        2. The Composition, Challenges and Changes in the Top Team Structures of UK Higher Education Institutions
        3. The Characteristics, Roles and Selection of Vice-Chancellors
        4. Developing Collective Leadership in Higher Education
      11. 2007 Research
        1. Human Resource Management and University Performance
        2. UK Universities and Executive Officers: The Changing Role of Pro-Vice-Chancellors
        3. Effective Leadership in Higher Education
        4. The Management of Academic Workloads
        5. Higher Education Leadership of Regional and Local Regeneration Partnerships: Learning from good practice
      12. Research Order Form
      13. Small Development Projects
        1. Small Development Projects 2016
        2. Small Development Projects 2015
        3. Small Development Projects 2014
        4. Small Development Projects 2013
        5. Small Development Projects 2012
        6. Small Development Projects 2011
        7. Small Development Projects 2010
        8. Small Development Projects 2008-09
        9. Advice from Previous SDP Leaders
      14. ITF Projects
        1. ITF-2016 Phase 3
        2. ITF 2014 Phase 2
        3. ITF 2012 Phase 1
        4. Case Studies
        5. What they say about the Innovation and Transformation Fund
    3. Publications Hub
      1. Getting to Grips
      2. HELMs
        1. Leading higher education
        2. Motivating and developing leaders
        3. Leadership and work-life balance
        4. Governors' views of their institutions, leadership and governance
      3. Leadership Insights
      4. Management Development Resources
      5. Reports and Reviews
        1. Researching and Scoping a Higher Education and Civic Leadership Development Programme
      6. ENGAGE Past Editions
        1. ENGAGE 38 - summer 2015
          1. Editorial: Alison Johns
          2. Summer News
          3. Being on the Board
          4. Cross-sector partnerships: Essex LGBT Alliance
          5. Our alumni
          6. Starter for ten
          7. Projects - Research - Resources
          8. International
          9. Meet our Membership Advisory Group
          10. Take a look at our Leadership Development Programmes
          11. Download Engage38
        2. ENGAGE 37 - spring 2015
          1. Editorial: Alison Johns
          2. Spring News
          3. A baptism of fire
          4. Sustainable excellence: unlocking the potential of a leading global university
          5. Our alumni
          6. Starter for ten: Fiona Larg
          7. Projects - Research - Resources
          8. International
          9. Member spotlight
          10. Take a look at our Leadership Development Programmes
          11. Download Engage37
        3. ENGAGE 36 - autumn 2014
          1. Editorial: Alison Johns
          2. Autumn News
          3. Membership
          4. Mainstreaming equality and diversity
          5. The rise of the career PVC
          6. Our alumni
          7. Professor Pat Bailey
          8. Projects - Research - Resources
          9. Executive Leaders
          10. Leadership Development Programmes
          11. Download Engage36
        4. ENGAGE 35 - summer 2014
          1. Summer News
          2. The Singularity University
          3. Talent Development
          4. Our alumni: Liz Price
          5. Professor Cliff Allan
          6. Projects - Research - Resources
          7. Umeå University Dialogue
          8. History, Examination, Investigations and Treatment
          9. Leadership Development Programmes
          10. Download Engage35
        5. ENGAGE 34 - spring 2014
          1. Dr Mark Pegg
          2. Spring 2014 News
          3. An unorthodox career
          4. Leadership: New thinking for the next decade
          5. Our alumni: Professor Tom Inns
          6. Professor Amanda J. Broderick
          7. Projects - Research - Resources
          8. LF Consulting
          9. The China Study
          10. Staff update
          11. Download Engage34
        6. ENGAGE 33 - autumn 2013
          1. Leadership: the next ten years
          2. Project update
          3. Interview
          4. In Practice
          5. Development
          6. Starter for ten
          7. Research: Staffing Models and Institutional Flexibility
          8. Book Review
          9. Download Engage33
        7. ENGAGE 32 - summer 2013
          1. Change: the new norm
          2. Project update
          3. Interview
          4. In Practice
          5. Development
          6. What our research says:
          7. Leadership Development Programmes
          8. Download Engage32
        8. Engage Unlimited
        9. Engage 2 Book Review
    4. Resource Hub
      1. Diversity
        1. Strategy
          1. Diversity Strategy for 2007-2012
        2. Key Leadership and Diversity Projects
        3. Equality Legislation
        4. Diversity Advisory Group
        5. Diversity talks
      2. Research Outcomes
        1. The Self Assessment Toolkit
      3. Changing the Learning Landscape
        1. Impact
          1. Patsy's Perspective:
        2. Partners
        3. Interactive Toolkit
      4. Organisational Development
        1. OD Mapping Project
      5. Case Studies
      6. LGM Fund Outcomes
      7. Succession Management
        1. What is it?
          1. Definitions
          2. Visualising the definitions
          3. History of the Concept
          4. Succession in 2005
          5. Key Characteristics
        2. Why do it?
          1. Benefits - Case Studies
          2. Focus Finder
        3. How it's done
          1. Resources
          2. Making the case
          3. Size and scope
          4. Roles, stakeholders and engagement
          5. Roles, stakeholders and engagement: examples
          6. Selection and assessment
          7. Selection and assessment: examples
          8. Development methods
        4. Case Studies
        5. Tools
  5. Governance
    1. Governors
      1. Becoming a governor
      2. What is governance?
      3. Governor responsibilities
        1. Academic governance and quality
        2. Compliance and regulation
        3. Commercial operations
        4. International students and developments
        5. Risk management
        6. Students
        7. Strategic plans
        8. Monitoring performance
    2. Governing bodies
      1. Audit Committee
      2. Nominations committee
      3. Remuneration
      4. Employment
      5. Finance
      6. Estates
    3. Operating context
    4. Resource bank
      1. Features
      2. Governance News
      3. Previous news alerts
        1. Alternative providers and student debt in the US: could it happen in the UK?
        2. Is institutional autonomy under threat?
        3. Managing the board
        4. OECD Report suggests some higher education students lack basic skills
        5. Five issues for HEI governing bodies
        6. Whistleblowing and gagging clauses
        7. The failure of HBOS
        8. Financial forecasts for English HEIs
        9. Governance changes proposed in the HE Green paper
        10. FEHE SORP 2015 Donations & Endowments
        11. Board diversity - the Davis Review
        12. Information systems and cyber security
        13. Does a change in leadership lead to a change in strategy?
        14. FIFA and corporate governance
        15. Volkswagen
        16. Sustainability
        17. Review of governance at Plymouth University
        18. Equality and diversity and governing bodies
        19. A Changing Agenda
        20. Role and effectiveness of audit committees
        21. Governance of Scottish Higher Education Institutions: Consulative Paper on HE Bill
        22. Governance issues at Tesco
        23. Student visas
        24. Governance at the Co-op
        25. HE funding - IFS report
        26. Removal of student number control
        27. Governance issues in the private sector
        28. Governance at the BBC
        29. Reforms to how higher education in England is regulated
        30. HBOS & London Met: case studies in governance
        31. New IPPR report on HE
        32. Moocs are coming
        33. Increasing diversity
        34. Kids Company
          1. The collapse of Kids Company
          2. NAO Investigation into Kids Company
          3. The need for good governance
      4. Getting-to-grips
        1. Getting to Grips with Finance
      5. Useful websites
      6. Codes of governance
        1. CUC Code of Governance
        2. UK Corporate Governance Code
      7. New research on governance in higher education
      8. Book reviews
      9. HE facts
      10. Illustrative Practice Notes
      11. Roundtable notes
    5. Governance Briefing Notes
      1. 25. The factors that influence whether governance is effective?
      2. 24. Benefits and impact
      3. 23. Competitive pressures
      4. 22. Corporate ethics and values
      5. 21. Personal ethics and values
      6. 20. Legal requirements and regulation
      7. 19. Estates
      8. 18. Finance
      9. 17. Employment
    6. Governor Dialogues
    7. Equality and Diversity Toolkit
      1. Overview
      2. Overseeing compliance
        1. The Equality Act 2010
        2. Governance Codes
        3. Overseeing E&D
        4. Reports Governors might use
        5. Case study: Bath
        6. Championing E&D
        7. Case study: ManMet
        8. Case study: Cardiff
      3. Competitive Advantage
        1. Competing in a global market
        2. Improving staff diversity
        3. Case study: Exeter
      4. Issues and Challenges
        1. Student inequalities
        2. Staff inequalities
        3. Assessing specific E&D issues
      5. Value
        1. Increasing focus
        2. Gender diversity data
        3. Improving diversity
        4. Case study 1: UWS
        5. Case study 2: UWS
      6. Questions and Resources
        1. Resources
  6. International
    1. International Engagement
    2. International Reference Group
    3. International Case Studies
  7. Membership
    1. Membership benefits and services
      1. Membership logos
        1. Download the membership logos
    2. How to join
    3. National and regional contacts
      1. Cindy Vallance
      2. Gary Reed
      3. Jean Chandler
      4. Judy Harris
      5. Maeve Lankford
      6. Meriel Box
      7. Rebecca Bull
    4. Membership advisory group
    5. Membership development support
    6. Management Development Resources
      1. Download MDR1: Managing Effective Performance
      2. Download MDR2: Managing Change in HE
      3. Download MDR3: Emotional Intelligence, Personal Impact and Personal Effectiveness
      4. Download MDR4: Lean Management: Doing more with less
      5. Download MDR5: The Current HE Context: Drivers for change
      6. Download MDR6: Commercial Skills for Academics and Researchers
      7. MDR7: Caught in the Middle
        1. MDR7 Contents
        2. Download MDR7: Caught in the Middle
      8. Download MDR8: Working with Academic Motivation and Prestige
    7. Knowledge Bank
    8. Membership community
      1. Members' Directory
    9. MASHEIN
      1. MASHEIN Members
Welcome...

We are a membership organisation of and for a sector that has some of the brightest minds in the UK.

 

Our members are key to our strategy and form a community of higher education institutions with a clear commitment to and experience of developing leadership, governance and management capabilities at all levels. Academic and professional services staff from member institutions contribute to our programmes, projects and research and advise on benefits and services.

 

Find out more about Membership

 

  • Membership benefits

    • 25% discount on our open and in-house programmes and consultancy
    • a free consultancy day
    • exclusive access to research publications, development resources and funding opportunities
    • free regional events
    • funding for Staff Development Forum and MASHEIN activity
    • members’ mailing lists, newsletters and magazine
    • participation in our development networks

    More…

  • How to join

    • Membership is open to all higher education providers and related sector organisations on an annual or three-yearly subscription basis.
    • We have 154 members with around a third taking advantage of the 10% discount offered by three-year subscriptions.

    More…

  • Membership benefits

    • Research and innovation: Access to our latest, highly-valued research, Leadership Insights, Getting to Grips series and practical development project resources.
    • More…

    • Management Development Resources: Flexible workshop materials on key leadership and management development topics, for you to deliver in-house to suit your own contexts NEW: ‘Caught in the Middle’. 
    • More…

    • The Knowledge Bank: Save time with these extensive multi-media training resources for HR, staff development and OD professionals, covering key leadership and management theory and practice.
    • More…

  • Get in touch

    Meet the membership team, your national and regional contacts in the UK and Ireland, and LF networks.

Pages in this section

You are:

Text size: A A A Print page:

Leadership Foundation for Higher Education
Peer House, 8-14 Verulam Street
London WC1X 8LZ

T: 020 3468 4810     F: 020 3468 4811

Use of Cookies

This website uses cookies. We use cookies to ensure that we give you the best experience on our website. By continuing to browse the site you are agreeing to our use of cookies.  Find out more here.

close