Gender, power and managerialism in universities
- Authors: White, Kate , Carvalho, Teresa , Riordan, Sarah
- Date: 2011
- Type: Text , Journal article
- Relation: Journal of Higher Education Policy and Management Vol. 33, no. 2 (2011), p. 179-189
- Full Text: false
- Reviewed:
- Description: This article explores the role of senior managers in consolidating and interpreting new managerialism in higher education in Australia, South Africa and Portugal, and perceptions of potential effects on gender. The impact of managerialism on decision-making in Australia was increased centralisation with the Vice Chancellor operating as a Chief Executive Officer; in South Africa tension existed between collegial and managerial models evident in power struggles between Vice Chancellors and faculties, plus overt risk and strong political considerations; while in Portugal decision making remained collegial with Rectors seeing themselves as primus inter pares (first among equals). The major finding was that while women as senior managers had an increased capacity to impact on decision-making in managerial universities, mainly related to 'soft' management skills, these were not valued in a competitive management culture strongly focused on research output. Thus managerialism presents a great challenge for women in senior management in higher education. [ABSTRACT FROM AUTHOR]
Ethics and the development of relationally motivated leadership
- Authors: Mummery, Jane , Nolton, Marnie
- Date: 2016
- Type: Text , Book chapter
- Relation: Ethics and Leadership Chapter 5 p.51-63
- Full Text: false
- Reviewed:
- Description: Neoliberalism would have us believe that we should each be someone who (a) accepts full responsibility for her life achievements and trajectory and is (b) able to rationally weigh choices objectively- consider risks, respond to incentives, etc - in order to maked the decisions that would best fulfil her desires. With this focus on the searching out and seizing opportunities for personal advancement , repsonsibility for success is considered to lie entirely with each individual as does failure. In this chapter -drawing on our combined 15 years plus of experience in teaching in applied ethics, risk management, and governance in Australian higher education institutions at undergraduated and post graduate levels- we wish to examine the process of engaging students in a process of values renegotiation. This is a process, which promotes and supports their shift from the indivualist orientation of neoliberalism to a relational virtues-based understanding of ethics, personal motivation, and leadership.
Gender, power and managerialism in universities
- Authors: White, Kate , Carvalho, Teresa , Riordan, Sarah
- Date: 2011
- Type: Text , Journal article
- Relation: Journal of Higher Education Policy and Management Vol. 33, no. 2 (2011), p. 179-188
- Full Text: false
- Reviewed:
- Description: This article explores the role of senior managers in consolidating and interpreting new managerialism in higher education in Australia, South Africa and Portugal, and perceptions of potential effects on gender. The impact of managerialism on decision-making in Australia was increased centralisation with the Vice Chancellor operating as a Chief Executive Officer; in South Africa tension existed between collegial and managerial models evident in power struggles between Vice Chancellors and faculties, plus overt risk and strong political considerations; while in Portugal decision making remained collegial with Rectors seeing themselves as primus inter pares (first among equals). The major finding was that while women as senior managers had an increased capacity to impact on decision-making in managerial universities, mainly related to 'soft' management skills, these were not valued in a competitive management culture strongly focused on research output. Thus managerialism presents a great challenge for women in senior management in higher education.