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Leadership and power in higher education

Leadership and power in higher education
Leadership and power in higher education

Power is an essential component of leadership and has many complex forms. The article explores how a sample of higher education leaders in the United Kingdom engages with and uses power. It examines how we might understand leaders’ orientation to power in an environment where many disapprove of its use. The analysis suggests leaders habitually use varying forms of power, though often this is denied or obscured by a range of strategies. The purpose of this positioning in relation to power is suggested to be not mere impression management but an adaptation that enables leaders to function effectively in an environment often hostile to leadership. Nevertheless, leaders, and those responsible for their appointment and development, need to encourage greater self-awareness in order that ethical choices can be made about the use of power. Rational, psychodynamic and political perspectives are suggested to be useful tools to develop deeper reflection.

administration, Leadership, managerialism, power, social identity
0307-5079
1-11
Lumby, Jacky
83299e7c-1819-47aa-8971-76f4a7a62bb5
Lumby, Jacky
83299e7c-1819-47aa-8971-76f4a7a62bb5

Lumby, Jacky (2018) Leadership and power in higher education. Studies in Higher Education, 1-11. (doi:10.1080/03075079.2018.1458221).

Record type: Article

Abstract

Power is an essential component of leadership and has many complex forms. The article explores how a sample of higher education leaders in the United Kingdom engages with and uses power. It examines how we might understand leaders’ orientation to power in an environment where many disapprove of its use. The analysis suggests leaders habitually use varying forms of power, though often this is denied or obscured by a range of strategies. The purpose of this positioning in relation to power is suggested to be not mere impression management but an adaptation that enables leaders to function effectively in an environment often hostile to leadership. Nevertheless, leaders, and those responsible for their appointment and development, need to encourage greater self-awareness in order that ethical choices can be made about the use of power. Rational, psychodynamic and political perspectives are suggested to be useful tools to develop deeper reflection.

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Power and leadership in higher education full version - Accepted Manuscript
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More information

Accepted/In Press date: 17 March 2017
e-pub ahead of print date: 2 April 2018
Keywords: administration, Leadership, managerialism, power, social identity

Identifiers

Local EPrints ID: 420026
URI: https://eprints.soton.ac.uk/id/eprint/420026
ISSN: 0307-5079
PURE UUID: 7e65b838-5e11-40c8-988b-62414d536f44

Catalogue record

Date deposited: 25 Apr 2018 16:31
Last modified: 14 Aug 2019 16:57

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