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This last half decade has delivered unprecedented disruption for university leaders. 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. Woefully few universities do.
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.
Troy is a Fulbright Scholar and Senior Lecturer at the University of Manchester’s Institute of Education. Troy’s research focuses on higher education leadership and administration, with a particular focus on investigating the inequities that persist in the sector.
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. Timid animals that are no good at developing new and innovative solutions.
As a study covering a slightly earlier period put it, the medieval university professionalized knowledge, with increasingly specialised courses fitting students for careers in secular professions (Leff, 1968). These might have developed into universities with secular roles, but instead in England largely faded away.
I think you could say a new paradigm for universityleadership (or management) arose when league tables came along. League tables changed all that: managers were, often, told to do whatever it took to change the metric for which they were responsible. A new management paradigm had emerged.
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