Call for Leadership and Governance


Jürgen Kohler, Peter Scott, Páll Skúlason, Wilhelm Krull


15,99 € (100 Seiten, PDF)


  • Concept and Understanding of (Good) Leadership and (Good) Governance

    Jürgen Kohler

    The article sketches the elements which constitute – good – governance and leadership against the background of present-day political calls for good governance and good leadership in higher education. Each of these terms is approached by associating key features pertaining to good governance and good leadership, which is followed by suggesting both an elaborate and a concise definition of these terms while also indicating limits of these definitions. Eventually, taking the issues beyond definitions, a core set of concrete practical challenges is mapped which can be attributed to, and must be addressed by, specific structures, processes, and people associated to governance and leadership concepts and practice, all of which needs to be tailored to the actual purposes of higher education institutions as a particular type of ‘expert organizations’.

  • The Call for Leadership and Governance

    Sir Peter Scott

    Increasing emphasis is being placed on strengthening institutional leadership and governance in higher education as universities are granted greater administrative autonomy and are expected to respond more swiftly and flexibly to market demands. This trend is driven by three major forces – new theoretical, and ideological, discourses which legitimise more corporate models of university governance; shifts in political culture and socio-economic contexts; and changes within the higher education and research systems. However the complexity of these forces does not support the idea that there is a single-path developmental model of leadership and governance in modern higher education systems.

  • Call for Leadership and Governance through Reflective Management

    Páll Skúlason

    It is argued in this paper that university governance should be guided by three principles – the principles of collegiality, respect for truth, and efficiency. The task of university leaders should be to stimulate, motivate and assist the academic community to develop, using these three principles, in a mode of management, here called “reflective management”, that differs in important ways from the management modes that are thought suitable for business firms and many types of non-academic institutions. Academic leadership is to be realized in the spirit of participatory governance, taking into account the governing structure of modern universities that divides schematically into an academic senate, a governing board, and a management team (which may have different names in different institutions). An effective university leader will act as a “mediator”, engaging the university community in the formation of a common vision built around the principal academic missions of (1) research, (2) education of the individual student, and (3) service to the institution’s home community. In the spirit of reflective management, a university leader will insist that academic activity be devoted to the acquisition, preservation and transmission of the sort of knowledge that has been developed by means of scientific and scholarly thought and practice, from Medieval times to the present.

  • Call for Leadership and Governance

    Wilhelm Krull

    The university of the 21st century needs to be an autonomous and independent institution whose leadership can take full responsibility for its strategic positioning as well as its operations. In an increasingly globalized world any university will have to develop manifold social interactions with its respective environment. Therefore, independence and interdependence of an academic institution must be seen as two sides of the same coin.

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