Abstract
Policy changes in higher education internationally have led to greater institutional competition and performativity and a shift from academic to business management for institutional leaders. Major changes to tertiary education management in New Zealand, legislated in 1990, had a particularly marked impact on teacher education institutions, previously subject to Department of Education control over curriculum, student numbers, and budgeting. The role of college leaders was to provide professional leadership and to lobby the Department for resources. Post 1990, College Councils became financially accountable, principals became employers; institutions competed for students and were free to devise new programmes. This paper examines the impact of these changes on the leadership roles of college principals as they grappled with the new deregulated environment. It examines the results of these changes from five perspectives: managing change and new directions; the role as employers; financial management; competition, compliance and accountability; and relationships with universities.
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