Professors as intellectual leaders

Formation, Identity and Role

Datos Bibliográficos

ID4096891
AutoresBruce Macfarlane (0000-0002-9399-6155, University of Hong Kong, autor de correspondencia)
Año2011
Volumen36
Número1
Páginas57-73
Fecha de publicación2011-02-01
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaStudies in Higher Education (JOURNAL)
Identificadores de la revistaISSN: 0307-5079 • E-ISSN: 1470-174X
EditorialInforma UK Limited (PUBLISHER • GB)
DOI10.1080/03075070903443734
OpenAlexW1971521907
IdiomaEN
Citas recibidas42
Referencias citadas13

The literature on leadership in higher education is predominantly concerned with the role of formally designated senior managers such as heads of department and deans of faculty. By contrast, relatively little attention has focused on those performing informal and distributed forms of leadership, such as (full) university professors. This article draws on the results of an online questionnaire and interviews to explore the leadership role of professors, primarily in a UK context. Professors feel that there is a mismatch between their priorities and those of their employing institutions and that their expertise is under‐utilised. A number of qualities are identified which may be associated with the role of a professor as an intellectual leader: role model, mentor, advocate, guardian, acquisitor and ambassador. It is argued that new managerialism and performative expectations are reshaping the role of the professoriate, and that institutions need to do more to develop their leadership capacity

Educational leadership · Guardian · Higher education · Leadership studies · Leadership style · Managerialism · Pedagogy · Performative utterance · Political science · Public relations · Sociology · Evaluation of Teaching Practices · Higher Education Governance and Development · Higher Education Practises and Engagement