Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 401-418 |
| Number of pages | 18 |
| Journal | Journal of Higher Education Policy and Management |
| Volume | 32 |
| Issue number | 4 |
| Early online date | 9 Jul 2010 |
| DOIs | |
| Publication status | Published - Aug 2010 |
Fingerprint
Cite this
}
Australian higher education leaders in times of change : the role of Pro Vice-Chancellor and Deputy Vice-Chancellor. / Scott, Geoff; Bell, Sharon; Coates, Hamish; Grebennikov, Leonid.
In: Journal of Higher Education Policy and Management, Vol. 32, No. 4, 08.2010, p. 401-418.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Australian higher education leaders in times of change
T2 - the role of Pro Vice-Chancellor and Deputy Vice-Chancellor
AU - Scott, Geoff
AU - Bell, Sharon
AU - Coates, Hamish
AU - Grebennikov, Leonid
PY - 2010/8
Y1 - 2010/8
N2 - This paper discusses responses provided by 31 Pro Vice-Chancellors (PVCs) and Deputy Vice-Chancellors (DVCs) who were part of a larger study of more than 500 higher education leaders in roles ranging from DVC to head of programme in 20 Australian universities. Using both quantitative and qualitative data the paper gives an insider's perspective on what the roles of DVC and PVC are like at the daily level. It identifies the key focus of the roles, highlights the criteria these leaders use to judge that they are effectively performing them and outlines the relative impact of different influences on their work. It then discusses their views on what being in such a role is like, including its key satisfactions and challenges; and identifies the capabilities seen to be central to managing in such a context. Finally, it provides insights into how such leaders have gone about learning their role.
AB - This paper discusses responses provided by 31 Pro Vice-Chancellors (PVCs) and Deputy Vice-Chancellors (DVCs) who were part of a larger study of more than 500 higher education leaders in roles ranging from DVC to head of programme in 20 Australian universities. Using both quantitative and qualitative data the paper gives an insider's perspective on what the roles of DVC and PVC are like at the daily level. It identifies the key focus of the roles, highlights the criteria these leaders use to judge that they are effectively performing them and outlines the relative impact of different influences on their work. It then discusses their views on what being in such a role is like, including its key satisfactions and challenges; and identifies the capabilities seen to be central to managing in such a context. Finally, it provides insights into how such leaders have gone about learning their role.
UR - http://www.scopus.com/inward/record.url?scp=77954441597&partnerID=8YFLogxK
U2 - 10.1080/1360080X.2010.491113
DO - 10.1080/1360080X.2010.491113
M3 - Article
VL - 32
SP - 401
EP - 418
JO - Journal of Higher Education Policy and Management
JF - Journal of Higher Education Policy and Management
SN - 1360-080X
IS - 4
ER -