22 SES 07 B JS, Policy, Management and Governance in Higher Education
Paper Session, Joint Session NW 22 and NW 26
Programme leadership is central to the effective operation of the vast majority of European universities. Nevertheless, the role remains largely in the shadows. There is almost no academic literature and little in the way of training or support for those who take on the role. Programme leadership occupies an ambiguous institutional position, generally taking responsibility for managing programmes, but not for managing staff. Moreover, programmes vary widely – both in terms of size and complexity – so there is little equity or comparability between programme leader roles, even within the same institution. In general, programme leaders have a range of responsibilities, including course management, staff timetabling, curriculum development, coordinating assessment and collating external samples, marketing, liaising with key stakeholders and central services, and supporting students in difficulty.
The lack of emphasis on programme leadership is surprising, given the changing state of higher education in Europe and internationally. For a start, the role gets undertaken within the context of an ever prevalent managerialism in universities, a prevalence of concern to academics (Winter, 2009; Yielder & Codling, 2004). An emphasis on ‘increase[ing] productivity and control while reducing resources’ (Milliken & Colohan, 2004, p. 389) has heralded a new micro-politics of ‘quality assurance’, a micro-politics that replaces intellectual responsibility with accountability, and normalises academic identities in terms of centralised regulation, measurable indictors of performance and auditable outcomes (Morley, 2005). A cultural shift from ‘collegial’ to ‘corporate enterprise’ (McNay, cited in Milliken, 2001, p. 78) has transformed working practices and relations, which inevitably means that jostling for position over departmental workloads has become increasingly prominent (Worthington and Hodgson, 2005, pp. 97-8).
Alongside this set of professional pressures, programme leadership has become more significant for that layer of university experience currently high on the HE agenda – the student experience. Academics who lead programmes tend to be much closer to this experience than other academics, particularly those who occupy ‘middle’ management positions. They often have significant input into aspects of support and pastoral care as well as aspects of pedagogy and curriculum design, placing them in a unique position from which to reflect on the relationships between both sets of imperatives. The role of the PL is therefore of crucial importance.
In the present time of financial uncertainty, then, the subsequent ‘streamlining’ of management structures means the role of programme leader is increasingly pivotal and, in all likelihood, the workload intensified. The purpose of the current paper is to examine this workload, and specifically the kinds of challenges faced by programme leaders in their attempts to fulfil their professional obligations. Using data from two university case studies, the paper explores how they cope with different sets of demands – institutional, professional, disciplinary and student – all at the same time. Also included in the paper is a set of suggestions from PLs as to how their own situation might be improved in the current challenging climate.
Bryman, A. (2007). Effective leadership in higher education: A literature review. Studies in Higher Education, 32(6), 693–710. Clegg, S. & McAuley, J. (2005). Conceptualising middle management in higher education: A multifaceted discourse. Journal of Higher Education Policy and Management, 27(1) 19–34. Floyd, A. & Dimmock, C. (2011). ‘Jugglers’, ‘copers’ and ‘strugglers’: Academics’ perceptions of being a head of department in a post-1992 UK university and how it influences their future careers. Journal of Higher Education Policy and Management, 33(4), 387–399. Hancock, N. & Hellawell, D. (2003). Academic middle management in higher education: A game of hide and seek? Journal of Higher Education Policy and Management, 25(1), 5-12. Milliken, J. (2001). ‘Surfacing’ the micropolitics as a potential management change frame in higher education. Journal of Higher Education Policy and Management, 23(1), 75-84. Morley, L. (2005). The micropolitics of quality. Critical Quarterly, 47(1-2), 83-95. Winter, R. (2009). Academic manager or managed academic? Academic identity schisms in higher education. Journal of Higher Education Policy and Management, 31(2), 121–131. Worthington, F. & Hodgson, J. (2005). Academic labour and the politics of quality in higher education: A critical evaluation of the conditions of possibility of resistance. Critical Quarterly, 47(1–2), 96-110. Yielder, J. & Codling, A. (2004). Management and leadership in the contemporary university. Journal of Higher Education Policy and Management, 26(3), 315-328.
- Search for keywords and phrases in "Text Search"
- Restrict in which part of the abstracts to search in "Where to search"
- Search for authors and in the respective field.
- For planning your conference attendance you may want to use the conference app, which will be issued some weeks before the conference
- If you are a session chair, best look up your chairing duties in the conference system (Conftool) or the app.