The battle for the Iron throne throws up all sorts of leaders that each has different leadership styles.
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The sameness of ‘weird’ university leaderships creates well-documented risks for the sector and adds to the challenges of ensuring higher education meets future needs.
Ole Gunnar Solskjaer’s has revived one of sport’s most revered brands. Here are some reasons for his leadership success.
The ancient Chinese teacher called reflection the best way to become wise, yet we rarely consider it a core trait of a great leader. It’s time for that to change.
A former president of Northeastern and scholar of higher education shares his perspectives on what has – and hasn’t – changed in the role of the college president.
There’s a widening global crisis in the legitimacy and credibility of leadership. It can be attributed to five sources: unable; unintelligent; immature; immoral and/or destructive leadership.
In future, universities will only survive if they can produce knowledge fast and innovate. This will require transformational leadership that gets everyone involved.
Analysis of the mindsets and responses of thousands of senior leaders tells us only about 7% are likely to have the right stuff to lead effective government responses to wicked problems.
Top contributors
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Associate Professor, Melbourne Centre for the Study of Higher Education, The University of Melbourne
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Educational Consultant, Swinburne University of Technology
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Former Professor and Head, Department of Industrial Psychology and People Management, University of Johannesburg
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Professor of Business Anthropology, Royal Holloway University of London
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Industrial/Organizational Psychologist | Consultant | Adjunct Lecturer, USC Dornsife College of Letters, Arts and Sciences
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Professor of History and Higher Education, Northeastern University
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Postdoctoral Research Fellow, Placements Coordinator, Psychologist, The University of Queensland
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Senior Director Institutional Strategy
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Senior Lecturer, Melbourne Graduate School Of Education, The University of Melbourne
