Developing Collective Leadership

3. Developing Collective Leadership in HE Richard Bolden, Georgy Petrov & Jonathan Gosling Centre for Leadership Studies University of Exeter

6. University structures MODEL 1 Dean of Faculty/School as budget holder Top Management Team - VC Cross-cutting DVCs/PVCs with university-wide roles Territorial/sectoral DVCs/PVCs with responsibility for a cluster of schools/faculties Dean of Faculty/School as a formal management role Head of School/Dept as a semi-formal management role Cross cutting DVCs/PVCs with university-wide roles include those responsible for R, T&L, Strategy, Resources, etc. They do not have formal line-management responsibilities Territorial/sectoral DVCs/PVCs are responsible for a cluster of schools/faculties. They can either have a formal line-management responsibility for Heads/Deans or not. Dean of Faculty/School in this model is a formal role and has the main formal budget holding and line-management responsibility. The Dean may be a member of the VCEG and serve a similar role to that of Territorial/sectoral DVCs/PVC where no such role exists. Head of School/Department in this model is regarded as an informal management role - i.e. it does not carry formal financial and line management responsibilities. In two sample universities this role is not formally recognised in the university management structure despite its existence. Prevalence : this model predominated in 8 of the 12 sample universities. MODEL 2 Head of Department as budget holder Top Management Team - VC Cross-cutting DVCs/PVCs with university-wide roles Dean of Faculty/School as a cross-cutting rather than hierarchical management role Head of School/Dept as a formal management role DVCs/PVCs with cross-cutting roles (R, T&L, Strategy, Resources, etc). In universities of this model, there was no instance of a DVC/PVC with responsibility for faculty and Deans were members of the VCEG. Dean of Faculty/School in this model is a cross-cutting rather than hierarchical management role, with little formal budget-holding or line-management responsibility (but recognized within the university management structure all the same). The role involves coordinating a cluster of fairly autonomous schools/departments and facilitating communication between the levels. In one university Deans have a cross-institutional role apart from being responsible for a faculty and in many cases they serve a leadership role beyond the institution. Head of School/Department in this model is a formal management role and has the main budget-holding and line-management responsibility. Prevalence : this model predominated in 4 of the 12 sample universities.

7. Strategic differentiation Changing student demographic Customer focus Professionalisation of services Political engagement Research/teaching orientation Internationalisation & regionalisation Inter-disciplinarity Vocationalisation & employer engagement Changing nature and context of HE Location Disciplinary mix Strategic alliances Commercial alliances Additional campuses Development challenges Diversity Succession Career pathway Hybrid management Balancing priorities Integration Brand

8. Market pressures Government regulation Organisational restructuring Shift from ‘bureaucratic’ and ‘collegial’ to ‘corporate’ and ‘entrepreneurial’ forms of organisation Devolution of management and leadership Larger business units Balance of vertical and horizontal leadership Tension between roles (e.g. academic vs manager) Lack of clarity for cross-cutting roles Increasing professionalisation & ‘hybrid’ roles Greater executive control at senior & middle management levels Increasing autonomy & control of resources Strategic differentiation & competition between and within universities Streamlining of committee structure Alignment through annual strategic planning exercise Leadership of discipline versus institution Formal & informal influence

10. STRATEGIC OPERATIONAL Top Management Team (VCEG) Faculty/School School/Department Broad focus Narrow focus Leadership of institution Leadership of discipline Managerialism (Bureaucracy and Corporation) Collegium and Enterprise PVCs Deans HOS/HOD VC/Principal

11. Culture and context Individual Structural Social Identity & relationships Resources & rewards Participation & communication Leadership practice Values, purpose, goals

12. (2) Taking up a leadership role (3) Sharing leadership Structural/ Organisational Individual Social Contextual (1) Leadership strategies and approaches (4) Future trends and challenges (5) Leadership development

13. Findings

22. SITUATION/CONTEXT Individual Findings Social Structural TIME Individual Social Structural Individual Social Structural Organisational development Leadership development Leader development ORGANISATION GROUP PERSON

23. SITUATION/CONTEXT Individual Findings Social Structural TIME Individual Social Structural Individual Social Structural Organisational development Leadership development Leader development ORGANISATION GROUP PERSON Bridging Bonding