Deputy Chief Executive, Research and Policy

Professor Stephanie Marshall

September 2012

Moving Into Thinking The UnthinkableLeading Organisational Change:

Be the best you can be

Capability

Positioning Where we want/need to be

Where we are

STRATEGY

•Also known as ‘visioning’•What does it smell like, look like and feel like? ...

Conceptualising the new ‘normal’

1. Authentic Leadership2. Agility and Flexibility of Leadership3. Distributed Leadership

Key Requirements to Bring About Sustainable Change

‘Academic leadership’ will be a key aspect of all involved in strategic leadership.

A Major Challenge: Ensuring ‘Followership’ Particularly of Academics

Let’s explore...

“It is a terrible thing to look over your shoulder when you are trying to lead and find no-one there.”

-Franklin D. Roosevelt

Authentic Leadership1.

So; what do academic leaders need to look like etc?

Goffee & Jones (2000) Goffee & Jones (2009)

Authenticity & Creativity

Co-founded Microsoft in 1975 Started in Business at the age of 16

Dame Nancy Rothwell• President & Vice Chancellor of Manchester University

Nancy Rothwell

Kouzes and Posner (2003)

1 Model the way

2 Inspire a shared vision

3 Challenge the process

4 Enable others to act

5 Encourage the heart

Nobel Laureates: Individuality (Einstein)

• 1879 - 1955•Developed the general theory of relativity• Published over 150 non-scientific papers

Agility & Flexibility of Leaders

2.

Gibbs et al (2009, 2012)Bolden et al (2012)

University of Plymouth

Prof. Wendy Purcell• Vice Chancellor & Chief Executive

Birkbeck College, University of London

Prof. David Latchman•Master

Distributed Leadership3.

Culture Change: University of the West of England

Prof. Steven West• Vice Chancellor

Culture Change: Leicester

Prof. Sir Robert Burgess• Vice Chancellor

1. Authentic Leadership2. Agility and Flexibility of Leadership3. Distributed Leadership

Key Requirements to Bring About Sustainable Change

Thank You