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University leaders’ conceptions of leadership and change agency

Most VCS, PVCs, Deans interviewed happy to be called academic and strategic leaders rather than managers (not a revelation - see Deem et al 2001, Middlehurst 1992);

Senior administrators more comfortable with being regarded as managers

Most agreed they were involved with fostering change but not all felt they were change agents (only 8 identified with this) and some distaste for being change agents on behalf of government

Some indication of belief in Gronn’s (2000, 2002) idea of distributed leadership – Faculty & dept management teams, role of committees acknowledged (cf Bolden et al 2008)  & hence not quite conforming to Burton Clark’s 1997 central steering core  -  a measure of decentralisation

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