University Leadership

There is a myth that university leaders have been reborn as chief executives. The authors of thsi book argue that the reality is both more complex and more ambiguous. Although the managerial and political pressures on university leaders have increased (as have expectations of the institutional leadership they can provide) there is substantial evidence of significant continuity - not simply in who vice chancellors are and what they do - but also in how they conceive their roles; and the donnish monopoly of th top jobs in universities remains virtually unchallenged despite the development of mass higher education.