Click on the links below for details of the successful 2011 Small Development Projects.
The Art School Gallery: understanding the effectiveness of galleries in the HE sector
The Arts University College at Bournemouth
This project enabled in-depth research to take place that, for the first time, brought together stakeholders to develop a framework for determining the way in which leaders assess effectiveness and evaluate the impact of the ‘Art School’ Gallery.
Adaptive capability in HEIs: towards an organisational development roadmap for leaders
University of Bath
This project aimed to identify the fundamental building blocks of leadership, culture, process and structure that would enable universities to act with more organisational agility and to learn how leadership can be effective in helping HEIs to adapt rapidly to a new environment.
Small and specialist institution: mentoring training for staff
Conservatoire for Dance and Drama
The aim of this project is to establish a team of well-trained and prepared mentors who can support individuals within small and specialist higher education institutions, especially those with an arts focus.
Evaluating green champions, their role, definitions and place in a HEI’s carbon reduction strategy
University of East Anglia
As HEIs increase in student numbers there is a resulting conflict between energy requirement and carbon reduction commitments. Large capital spend programmes are able to assist in the reduction of energy usage; these can often be easily quantifiable in relation to CO2 reduction and cost effectiveness. What is less understood is the part ‘Green Champions’ can play in saving energy. Is it possible to monitor the impact of green champion activity and does this really matter?
Reciprocal shadowing as a means of promoting institutional change by developing understanding between leaders and students
University of Exeter
Through engaging in a reciprocal shadowing activity, senior leaders and students in two southwest universities will have the opportunity to pilot resources, to be involved in shadowing, and to discuss their experiences and personal outcomes. Learning from the shadowing experience will enhance the understanding of leaders in making decisions about the student experience.
Managing change from the middle-out
University of Gloucestershire
The purpose of this project is to develop a flexible and responsive framework for empowering middle managers as change agents within two post 92 Universities at a time when many universities are seeking to develop a more responsive, proactive and agile culture.
Succession and talent management: from stories to tools
Imperial College London
Through collaboration between four institutions and partnership with the UHR, this project uses the experience of a small number of institutions in establishing succession and talent management schemes to enable the creation of some generic tools for succession and talent management, for the use of institutions considering the introduction of such schemes.
Leadership practice for student engagement in challenging conditions
This project consolidates and extends the findings of a HEA-funded project on student engagement (SE). We will test, further develop, refine and disseminate to higher education leaders the nascent leadership model indicated by our conclusions. This will assist leaders to employ practices which enhance SE in higher education institutions.
Leading professors: examining the perspectives of 'the led' in relation to professorial leadership
University of Leeds
The aim of this project is to examine the nature and quality of academic leadership provided by the UK higher education sector’s professoriate, as perceived by ‘the led’, for the purpose of highlighting and disseminating models of good practice, identifying weaknesses and lacunae, and making recommendations for improved policy and practice.
Developing Capacity for Leading International Projects
Newcastle University and University of Nottingham
This projects aims to explore what other universities (both research and teaching intensives) and other international organizations are doing in leadership development terms to create effective and sustainable leadership for their off-shore campuses and ventures and how best to build leadership capacity at home in the UK for the success of other future international ventures.
A distributed leadership approach to supporting internationalisation in higher educational institutions
The Open University
The project aims to create a distributed leadership approach to developing faculty and staff understanding of building international partnerships. This approach will be built on deep engagement with international partners using social media and will also draw on existing Open University expertise in managing international partnerships and in the use of social media.
Becoming a leader in higher education: an identity trajectory perspective
The overall aims of the project are (a) to examine the utility of adopting an identity perspective to identify key features of the early experiences of leaders in higher education, in order (b) to identify potential modes of developmental support and intervention to support such individuals. The project will focus solely on academic staff, formally promoted to roles in which they are expected to provide leadership to other academic staff.
Leading and managing research excellence in a post-92 university
University of Sunderland
The key aim of this project is the enhancement of academic leadership to give strategic direction to research in post-92 institutions where research is selectively funded in core areas of excellence. These are known as ‘Beacons and Centres’ (Sunderland), ‘Centres’ (Northumbria) and ‘Institutes’ (Teesside); in this document, they are collectively referred to as ‘research units’.
Academic leadership for business engagement
This project will provide a model for HEIs to develop and establish academic leaders in the field of business engagement, a critical role for universities. It will result in the active involvement of a greater number of academic staff, directly addressing the need for specific skills and approaches required for working with employers.
Women E-mentoring in lifelong learning (WELL)
University of West of England, Bristol
The primary aim of the WELL Project is to evaluate the outcomes and benefits of the WiLL e-mentoring scheme and to disseminate the findings of that evaluation as widely as possible across the higher education sector.
Getting smarter, leading strategic partnerships in Higher Education
University of Wolverhampton
This project aims to map partnerships in the current economic climate and develop a pilot strategic partnership framework that is adaptable for partnership development within Higher Education.