Introductory description

The module will explore global challenges in the leadership and management of higher education institutions (HEIs). It will adopt a critical leadership perspective in order to challenge taken-for-granted assumptions about the positive impact of leadership and related concepts including academic identity, professionalism, meritocracy, collegiality and academic freedom. It will draw upon research, policy and contemporary thinking in the fields of educational leadership and organisational studies in order to better understand how HEIs function in different contexts, and whether the kinds of leadership and management practices that are most prevalent in HEIs are the most appropriate.

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

The module will incorporate the following areas:

• Higher education and the public good • Globalisation and internationalisation of higher education • Changes in the higher education policy landscape • Global competition and the prestige economy • Critical leadership theories • Academic leadership • Middle management in higher education • Employment relations in the Academy • Meritocracy and marginalisation • Managing change in higher education

Learning outcomes

By the end of the module, students should be able to:

•  Understand the economic, social and political impact of globalisation on higher education leadership and management;
•  Analyse aspects of the leadership and management enacted in a specific higher education sector and/or institution using relevant critical leadership theories and policy analyses;
•  Evaluate how far higher education leadership has the potential to reduce or perpetuate marginalisation on grounds of gender, race and class.
•  Develop a nuanced understanding of different ways to address the ethical dilemmas that might arise when reflecting on one’s own personal practice and that of others.

Indicative reading list

Core text:
Jameson, J. (ed) (2019) International perspectives on leadership in higher education, Routledge, Abingdon and New York.

Indicative reading:
Collinson, D., Bryman, A., Grint, K., Jackson, B. and Uhl Bien, M. (eds) (2011) Handbook of Leadership Studies, London, SAGE.

Deem, R., & Brehony, K. J. (2005). Management as Ideology: The case of ‘new managerialism’ in higher education. Oxford Review of Education, 31(2), 217-235.

Gibbs, G., C. Knapper, & S. Picinnin. (2007). Departmental Leadership for Quality Teaching – an international comparative study of effective practice. University of Oxford.

Lumby, J. (2019) Leadership and Power in Higher Education, Studies in Higher Education, 44(9), p.1619-1629.

Morley, L. (2013) Women and Higher Education Leadership: absences and aspirations. Leadership Foundation for Higher Education, London.

Mercer, J., Barker, B. & Bird, R. (2010). Human resource management in education: Contexts, themes and impact. London: Routledge.

Whitchurch, C. (2013) Reconstructing identities in higher education: The rise of third space professionals. New York: Routledge

Interdisciplinary

The module will draw upon different disciplinary perspectives including organisation studies, policy studies and sociology.

International

The module will draw upon international case studies and literature. For the second assignment, students will need to select a specific higher education system and/or institution with which they are familiar. This could be the site of their own undergraduate studies or another country context they know well.

Subject specific skills

Students should demonstrate a critical understanding of:

• the underlying values, theories and concepts relevant to higher education leadership and management • the diversity of learners, staff and leaders in higher education institutions • the complex interaction between local, national and global contexts • the societal and organisational cultures, structures and purposes of higher education systems, and the possible implications for learners, staff and leaders • ways to constructively critique theories, practice and research in the area of higher education leadership and management.

Transferable skills

Analysis and decision making
Cognitive flexibility
Communication skills
Complex problem solving
Critical thinking
Intellectual ability
International cultural awareness
Judgement and decision making
Planning and organisational skills
Problem solving