1. “An online programme of courses to equip university staff with the skills they need to be outstanding leaders and managers..”

2. Introduction Developed in collaboration with: Lead Advisor
University Leadership and Management covers the broad topics common to a management syllabus, but with a specific focus on the challenges faced by leaders and aspiring leaders working in universities and colleges. As a result of completing this programme, staff will be equipped with the skills they need to embrace the opportunities and deal with the challenges presented by today’s complex educational environment.
Developed in collaboration with:
Lead Advisor
 Bournemouth University
Cardiff Metropolitan University
Dublin City University
Durham University
Forman Christian College University
Indiana University–Purdue University Indianapolis
Massey University, New Zealand
National University of Ireland, Galway
National University of Ireland, Maynooth
University College Cork
University College London
University of Birmingham
University of Exeter
University of Limerick
University of Liverpool
University of Nottingham
University of St Andrews
University of Strathclyde
University of Ulster
University of the Witwatersrand
Professor Sir David Watson, Professor of Higher Education and Principal, Green Templeton College, University of Oxford

3. Contributors Authors:
Professor Shelda Debowski - Deputy Vice-Chancellor and Head of Campus, University of Notre Dame Australia
Professor Robert Birnbaum - Emeritus Professor of Higher Education at the University of Maryland, College Park
Professor Peter McCaffery - Deputy Vice-Chancellor, London Metropolitan University
Professor Margaret Barr - Professor Emeritus, School of Education and Social Policy, Northwestern University
Dr George McClellan - Vice-Chancellor for Student Affairs, Indiana University–Purdue University Fort Wayne
Advisors:
UK/International Version Editor: Professor Peter McCaffery - Deputy Vice-Chancellor, London Metropolitan University
US Version Editor: Professor Robert Birnbaum - Emeritus Professor of Higher Education at the University of Maryland, College Park
Reviewers:
Dr Richard Bolden - Senior Lecturer and Head, Centre for Leadership Studies (CLS), University of Exeter Business School
Dr Rajani Naidoo - Senior Lecturer and Director, DBA in Higher Education Management, University of Bath
Carol Bolton- Organisational Development Manager, University of Liverpool
Professor Mark Brown- Director, National Institute for Digital Learning, Dublin City University
Professor Margaret Orr - Director, Centre for Learning, Teaching and Development, University of the Witwatersrand
Dr Donald E Heller- Dean, College of Education and Professor of Education, Michigan State University
Professor Peter McCaffery - Deputy Vice-Chancellor, London Metropolitan University

4. About the course Structure: Who is it for? Published: July 2012
21 hours
Comprised of six courses:
The university context: An introduction
University leadership and management
University cultures and organisational management
Strategic planning
Managing people
Managing resources
45 hours of supplementary materials
Who is it for?
Academic staff, research leaders and senior support staff who need to know more about good leadership and management practice in higher education.
Published: July 2012

5. Overview and content Course and Times Syllabus Authors/Reviewers
The university context: An introduction
1 hour, 30 minutes
Module 1: Welcome to the University Leadership and Management programme: introduction, structure and guiding principles
Module 2: The higher education context
Module 3: Personal development – how the programme can address your particular needs
Author: Professor Shelda Debowski
Reviewer: Dr Richard Bolden
University leadership and management
5 hours
 Module 1: Introduction to academic management and leadership: why universities are different, theoretical approaches
Module 2: Becoming an effective academic manager: benefits, disadvantages, key tasks
Module 3: Becoming an effective academic leader: how leaders are selected, leadership styles, a personal philosophy of leadership
Module 4: Maintaining influence: social power, social and emotional intelligence, communication, key lessons for leaders and managers
Author: Professor Robert Birnbaum
Reviewer: Dr Rajani Naidoo
University cultures and organisational management
4 hours
Module 1: Understanding university cultures: defining academic culture, stakeholder expectations, psychological contracts, strong and weak cultures
Module 2: Leading organisational change: types and levels of change, cultural audits, consulting colleagues, implementing change
Module 3: Building an effective organisational culture: managing constructively, balancing productivity and innovation, managing up and across, being inclusive
Module 4: Dealing with conflict: resolving conflict, sources of support
Author: Professor Shelda Debowski
Reviewer: Carol Bolton

6. Course and Times Syllabus Authors/Reviewers Strategic planning
3 hours, 30 minutes
Module 1: The role of strategic planning: purpose, principles and process
Module 2: Developing the strategic plan: scanning and analysing the environment, consulting colleagues and stakeholders, KPIs, risk assessment
Module 3: Implementing your strategic plan: deciding on an approach, engaging and communicating with colleagues, leading implementation
Module 4: Monitoring progress, reviewing and revising the strategic plan
Author: Professor Peter McCaffery
Reviewer: Professor Mark Brown
Managing people
4 hours
Module 1: The HR challenge: the idiosyncracies of the university environment, approaches to managing people
Module 2: Motivating staff
Module 3: Recruiting and inducting staff
Module 4: Optimising high performance: principles and challenges, establishing and reviewing performance standards
Module 5: Managing difficult situations: poor performance, grievances, redundancies
Module 6: Developing staff: promoting a learning climate, team-building, understanding and supporting diversity
Reviewer: Professor Margaret Orr
Managing resources
3 hours
Module 1: Roles and responsibilities: assessing departmental provision, serving as a departmental advocate, managing conflicting resource needs
Module 2: Resource management in alignment with an institution’s governance, mission and strategy
Module 3: Understanding departmental finances: revenue and expenses explained
Module 4: Managing departmental budgets: models, development, cycles
Module 5: Managing departmental facilities: operational and financial considerations
Module 6: The art and ethics of resource management
Author: Professor Margaret Barr & Dr George McClellen
Reviewer: Dr Donald E Heller & Professor Peter McCaffery

7. Course features
Video dramas and interactive activities featuring a cast of characters to illustrate and reinforce learning points.
Customisable portfolio incorporating over 100 practical and reflective self-development activities included throughout the courses.
Over 45 hours of supplementary self-development activities
Supplement including information on how best to implement the courses for effective results.

8. Presentational activities
What does it look like?
Welcome screen
Presentational activities

9. What does it look like?

10. Learning outcomes By completing this programme, staff will be able to:
Identify, reflect on and tackle with confidence the many challenges facing a manager in the higher education context.
Conduct a critical analysis of their own leadership and management skills.
Implement and monitor departmental strategies that are aligned with the university’s mission and culture.

11. Support materials for University Leadership and Management available from: