Dr Richard Bolden, Professor Jonathan Gosling, Dr Anne O'Brien, Dr Kim Peters, Professor Michelle Ryan and Professor Alex Haslam, University of Exeter with Dr Luz Longsworth, Anna Davidovic and Kathryn Winkleman
Research, S3.4 - March 2012 and S3.4.1 May 2012
Our research forms part of the Leadership Foundation membership benefit. Hard copies of this Research have been distributed to all member institutions and the PDF is available for members to download by clicking the images below.
Full Report, March 2012
Summary Report, May 2012
The overall aim of this project was to explore and understand academic leadership’ that relates directly to the core academic functions of teaching, research and service (including academic administration and outreach), as distinct from managerial aspects of leading higher education institutions (HEIs) such as financial and strategic planning, marketing and human resource management. Findings reveal a high degree of consistency in perspectives on, and experiences of, academic leadership. In particular it was observed that much of what could be considered as ‘academic leadership’ is not provided by people in formal managerial roles.
Instead, it is largely considered as arising from engagement with influential colleagues within one’s own academic discipline, especially those who play a pivotal role in one’s transition and acculturation in to academic life. Alongside recognition of influential others participants expressed a strong desire for professional autonomy within their academic work and, to this extent, suggested that they engaged in ‘self-leadership’. Academic leadership, from the evidence gathered in this project, can be described as a process through which academic values and identities are constructed, promoted and maintained.
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