Management and leadership in UK universities: exploring the possibilities of change

ABSTRACT

This paper considers the case for reform of management structures in UK universities and offers proposals for change. The model of top-down, performance-led management that characterises many institutions is both outmoded and ill-suited to the challenges of an increasingly turbulent higher education sector. Drawing on the experiences of a university that introduced a new scheme of performance management, I explore alternative approaches to leadership and management, collaborative or partnership working designed to improve employee voice and the need to re-evaluate approaches to Human Resource Management. I conclude with a five-point model for change.

KEYWORDS:

• Leadership
• management
• higher education
• performance management
• Human Resource Management
• trust

Disclosure statement

No potential conflict of interest was reported by the author.