Putting Leadership Theory In To Practice: Case Study Findings of Australian Vice-Chancellors

Research on leadership and management in Australian higher education is relatively scarce. Yet, the sector has experienced rapid expansion over the past two decades where government expectations of high performance self-sustaining universities has also escalated. Research on what universities should be doing typically reveals a tension between the notions of traditional universities and the neo-liberal economic performance of the new paradigm. A critical gap in the literature exists in terms of understanding "how" university leaders might manage and shape their institutional performance and destinies within this climate. Based on case study interview and observational data, this paper discusses strategies employed by Vice-Chancellors that illustrate "how" a university Vice-Chancellor (CEO) may be successful in their role-performance. How can aspiring leaders of universities better prepare themselves for the role? What day-to-day behaviours can be employed to attain commitment and high performance within universities? What happens behind the scenes that can explain how vice-chancellors and other university leaders can be more effective? Finally, the personal characteristics that might be important in determining success in these roles are also discussed.