Real Work through Real Collegiality: faculty seniors views on the drive to improve learning and research

Abstract

Throughout the 1990s universities have striven to re‐organise themselves in order to be cost‐effective and client‐conscious, and to provide excellence in teaching and research. Yet, as they have done so, they have also had to face crucial issues that emerged concerning their handling of human resource‐‐their staff. It has become clear that new forms of organisational management depend for their success on the growth of new forms of professionalism amongst university staff. Especially important in achieving this is the role of Deans, who are typically engaged at both executive (policy and planning) and senior management (implementation) levels, and are expected in turn to ensure that all faculty staff are fully committed to implementing change. Interviews with faculty and school leaders have revealed rich data concerning ways in which key terms associated with academic collegiality operate in tension with key terms associated with improving university performance. In conclusion, the paper identifies four guiding principles for effective academic leadership, which succeeds in harmonising collegiality with high performance.