Navigating the turbulent waters of academia: the leadership role of programme managers

Abstract

The focus of our paper is the leadership role of programme managers in the higher education sector. In particular, we highlight the complex and paradoxical nature of the programme leader’s role, and provide an insight into leadership in this challenging and dynamic environment. We identify cognitive and behavioural complexity as necessary capabilities for programme managers to ensure they can navigate the turbulent river system of academia. The Integrated Competing Values Framework describes some leadership behaviours appropriate for the programme manager’s role. We also argue how critical observation skills, reflection and self-awareness can assist programme managers to provide leadership in this uncertain environment. Our paper concludes with a discussion of areas for future research and important practical implications for universities.

Keywords:

• academic leadership
• behavioural complexity
• cognitive complexity
• Integrated Competing Values Framework
• programme managers

Disclosure statement

No potential conflict of interest was reported by the authors.