02206nas a2200217 4500008004100000245012400041210006900165260001600234300000900250490000700259520152800266653001501794653001101809653001201820653001401832653001701846100001801863700002101881700001601902856007001918 2014 eng d00aThe experiences of senior positional leaders in Australian, Irish and Portuguese universities: universal or contingent?0 aexperiences of senior positional leaders in Australian Irish and c31 Jan 2014 a5-180 v333 a

This article is concerned with the extent to which the leadership of higher education is a universally positive or contingent experience. It draws on comparative data from semi-structured interviews with those in senior leadership positions in public universities in Australia, Ireland and Portugal, countries which are differently located on the collegial/managerial continuum. It looks at their perceptions of the advantages/disadvantages of these positions. Universal trends emerge, arising from difficulties created by the shortage of resources consequent on neo-liberalist pressures; from the non-viability of a managerialist discourse as a source of meaning; from the positive character of the university as a knowledge-generating organisation; and from the gendered satisfactions derived by men and women from occupying these senior leadership positions. Contingent trends include the tension between academic and managerial roles, which is strongest in the Portuguese collegial structures; while the negative impact on personal well-being is most apparent among the Australian respondents in the most managerialist structure. The paper concludes that assumptions that senior leadership positions are universally positive is not supported. It suggests that the attractiveness of these positions – contested in a collegial structure – may be further reduced in increasingly managerialist contexts, with the challenge of diversity, so important to innovation and economic growth, being particularly acute.

10acontingent10aGender10aleaders10auniversal10auniversities1 aO'Connor, Pat1 aCarvalho, Teresa1 aWhite, Kate uhttps://www.tandfonline.com/doi/full/10.1080/07294360.2013.86460801642nas a2200193 4500008004100000245005200041210005100093260001600144300001200160490000700172520109900179653001101278653001501289653001801304100001601322700002101338700001901359856007001378 2011 eng d00aGender, power and managerialism in universities0 aGender power and managerialism in universities c03 Mar 2011 a179-1880 v333 a

This article explores the role of senior managers in consolidating and interpreting new managerialism in higher education in Australia, South Africa and Portugal, and perceptions of potential effects on gender. The impact of managerialism on decision-making in Australia was increased centralisation with the Vice Chancellor operating as a Chief Executive Officer; in South Africa tension existed between collegial and managerial models evident in power struggles between Vice Chancellors and faculties, plus overt risk and strong political considerations; while in Portugal decision making remained collegial with Rectors seeing themselves as primus inter pares (first among equals). The major finding was that while women as senior managers had an increased capacity to impact on decision-making in managerial universities, mainly related to ‘soft’ management skills, these were not valued in a competitive management culture strongly focused on research output. Thus managerialism presents a great challenge for women in senior management in higher education.

10aGender10aManagement10aManagerialism1 aWhite, Kate1 aCarvalho, Teresa1 aRiordan, Sarah uhttps://www.tandfonline.com/doi/full/10.1080/1360080X.2011.559631