01514nas a2200205   4500008004100000245011000041210006900151260001600220300001400236490000700250520087000257653001101127653002101138653001201159653001501171653001301186100001801199700002101217856007001238       2014                        eng d00aDifferent or similar: constructions of leadership by senior managers in Irish and Portuguese universities0 aDifferent or similar constructions of leadership by senior manag  c04 Jun 2014  a1679-16930 v403 a<p>Despite over 60 years of research on leadership, few attempts have been made to ensure that the models of leadership are inclusive of women or other ‘outsiders’. This paper explores variation in the constructions of leadership at a time of institutional change in higher education. Drawing on a purposive sample, including those at presidential/rector, vice presidential/vice rector level in Irish and Portuguese universities, it compares and contrasts such senior managers' conceptions of leadership, as reflected in their descriptions of a typical president/rector and those characteristics that they see as valued in senior management in their own university. Attention is particularly focussed on the identification and gendering of collegial/managerial characteristics, and the extent to which it reflects variation in these university contexts.</p>
10aGender10ahigher education10aIreland10aleadership10aPortugal1 aO'Connor, Pat1 aCarvalho, Teresa  uhttps://www.tandfonline.com/doi/full/10.1080/03075079.2014.91490902206nas 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<p>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.</p>
10acontingent10aGender10aleaders10auniversal10auniversities1 aO'Connor, Pat1 aCarvalho, Teresa1 aWhite, Kate  uhttps://www.tandfonline.com/doi/full/10.1080/07294360.2013.864608