What is it about?
All managers use power and politics in their work, whether they are aware of it or not. This article explores how a group of academic and professional leaders in higher education in England, Scotland and Wales understand power and how they use different strategies to advance their objectives. The article discusses what is seen as legitimate and helpful and what is not.
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Why is it important?
There is little research on the is usually hidden aspect of leaders' work. This article uncovers something of what is happening beneath the surface.
Perspectives
I was privileged to speak to very senior leaders and be trusted to learn their take on an aspect of being a leader that other may find questionable, mistakenly in my view. It took some courage on their part and commitment to help other become more self-aware leaders.
Jacky Lumby
University of Southampton
Read the Original
This page is a summary of: Leadership and power in higher education, Studies in Higher Education, April 2018, Taylor & Francis,
DOI: 10.1080/03075079.2018.1458221.
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