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As we move through 2025 and look at the landscape beyond, it’s clear that adaptability, resilience, and innovative thinking are crucial for successful universitymanagement.
Troy’s research focuses on higher education leadership and administration, with a particular focus on investigating the inequities that persist in the sector. Martin Betts, 2022, The New Leadership Agenda: Pandemic Perspectives from Global Universities , Routledge. This is not a criticism but an opportunity for further research.
So it is for England’s universities. Change of government may have come too late for some institutions with no prospect of immediate relief • Autumn tipping point looms The “false dawn” is a staple of Hollywood thrillers: where the main characters think they have escaped their nemesis, only to discover they are in more peril than ever.
by Morten Hansen My research on the history of private international pathway providers and their public alternatives shows how some universities have stopped believing in themselves. Reversing this trend requires investment in their capabilities and leadership. Universitymanagement by and large has done as it has been told.
It seems that Cromwells first job at Cambridge was to deal with the town vs gown hostilities centred around the annual fair held on Stourbridge Common: presumably he was by now something of an expert in managing these conflicts.
I think you could say a new paradigm for universityleadership (or management) arose when league tables came along. HESA announced in 2021 that it was ending the publication of university KPIs – so perhaps that’s a paradigm that, over say 30 years, has run its course.) Another one shot himself.”
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