Strategic leadership of teaching and learning centres : from reality to ideal

This paper reports on the third phase of a study of Australian Teaching and Learning Centres to identify factors that contribute to the effective strategic leadership of Centres. Focus groups at 10 Australian universities included 66 respondents, providing a diverse range of perspectives, from students to members of the university executive. Analysis of participant contributions extended findings from prior project phases and the wider literature. They also contributed to the final construction of the strategic leadership Teaching and Learning Centre maturity framework presented here. Centres remain in a state of flux, enduring regular reconfiguration. For most Centres, their level of interaction with students is low and increased engagement with students would be of benefit. Perceptions of Centres vary widely, reinforcing the importance of a strategic partnership between the University’s Senior Executive, the Centre and faculties as a prerequisite for implementing identified high-impact strategies for improvement in teaching and learning.

Strategic leadership and its contribution to improvements in teaching and learning in Higher Education

This paper aims to provide a strong conceptual underpinning for our project, ‘Strategic Leadership for Institutional Teaching and Learning Centres: Developing a Model for the 21st century’. The project intends to:

Changing perspectives : teaching and learning centres’ strategic contributions to academic development in Australian higher education

This article reports on a study of Australian teaching and learning centres to identify factors that contribute to their effective strategic leadership. These centres remain in a state of flux, with seemingly endless reconfiguration. The drivers for such change appear to lie in decision makers’ search for their centres to add more strategic value to organisational teaching, learning and the student experience. Through a synthesis of findings based on interviews, a survey of directors of centres and focus groups, the article identifies paradigmatic shifts in the ways centres see themselves, relate to their organisations and respond to external environmental forces. From an understanding of paradigm shifts, strategic contributions to academic development in the sector are framed organisationally through key points of leverage. Points of leverage are manageable actions that can be taken to maximise overall institutional impact and effectiveness.

Teaching and learning centres : towards maturation

Approximately 70% of Australian Teaching and Learning Centres have been restructured and/or have undergone leadership changes in the last three years. The volatility of this environment reflects the number of significant challenges faced by Teaching and Learning Centres. In determining what makes Centres successful, the issues that are likely to impact on their ability to succeed were examined. It emerged that a myriad of factors influence whether or not a Centre was recognised as being an integral and valued part of the university’s teaching and learning community – a hallmark of having reached maturity. This paper identifies four factors as being critical to the ability of Centres to succeed, noting that a combination of other factors, appropriate to each unique context, must also be in place in order for Centres to maximise their value.

Australian teaching and learning centres through the eyes of their directors : characteristics, capacities and constraints

This paper is based on research to identify common factors that contribute to the effective strategic leadership of teaching and learning centres. The second of three phases of data collection involved a survey of Directors of Australian teaching and learning centres. The data collected were quantitatively analysed using a range of descriptive, parametric and non-parametric techniques. Based on a response rate of 81.6 percent, we present a contemporary, comprehensive and representative quantitative snapshot of Australian teaching and learning centres, as seen through the eyes of their Directors. The time since last restructure, incumbency of the current Director and total Directorship experience of the current Centre Director all have mean values of ‘sometime in the previous one to three years’. Most Centres would consider their work in the areas of ‘recognition and reward’ and ‘professional development of staff’ as high impact functions, and they would be pleased with their efforts in the former area, and wish to perform better on the latter. The principal constraint identified by Centres was ‘lack of staff time’, both in the Faculties and in the Centre, to engage in teaching and learning improvement activities. Overall, Centres feel well included in relevant university committees and other activities.

Report on survey of directors (or equivalent) of Australian University Teaching and Learning Centres

This document reports on the results and findings of a national survey of Directors (or equivalent) of Teaching and Learning Centres at Australian universities. The respondent group included 31 out of the 38 Centres invited to participate, and was a highly representative sample of the generally recognised institutional groupings in Australian higher education. While there is wide variation in the characteristics of individual Centres, the richness of which can only be appreciated by exploring the results and findings in detail, a summary of the results is provided here in the form of a description of a mythical ‘average’ Australian university Teaching and Learning Centre.

Strategic thinking versus strategic planning: towards understanding the complementarities

In an environment characterised by flux and uncertainty, a capacity for innovative, divergent strategic thinking rather than conservative, convergent strategic planning is seen as central to creating and sustaining competitive advantage. As the case study of Communications Co. illustrates, scenario planning is one tool that many organisations, committed to redesigning their strategic planning processes, are using with some success. However, scenario planning requires both left- and right-brain thinking styles. The elements of left-brain thinking reflect the planning side of strategy making, while right-brain thinking mirrors the thinking component of strategy making. The relationship between the factors that enable strategic thinking and the level of “emotional intelligence” of business leaders is also considered. The Communications Co. case findings appear to support the view that while strategic thinking capabilities can be nurtured and diffused through an organisation, it will need business leaders with a high degree of emotional intelligence to lead the way.

The role of the board in building strategic capability: towards an integrated model of sport governance research

Governance is a critical issue confronting sport organisations. Its importance in the management of sport organisations has been heightened due to the transition of many sports from predominantly volunteer administered organisations anchored in an amateur ethos, to professionally managed entities catering to a more sophisticated sport marketplace. This paper identifies four elements from the sport governance literature as the key research foci to date: shared leadership, board motivation, board roles, and board structure. Four generic themes (performance, conformance, policy and operations) are also examined and expressed as governance capabilities. The strategic role and performance of the board, while central to the practice of governance, is shown to be a weakness in many sport organisations. Further, the strategic role of the board is underdeveloped in the sport management and governance research literature. Finally, it is noted that the governance literature is shaped by a normative and prescriptive approach that may not fully encompass the diversity that exists within the sport setting. The paper concludes by identifying and affirming the critical gaps in our knowledge of sport governance. Future work should seek to understand sector-specific considerations, such as non-profit and commercial differences in sport; governance designs in response to changing environmental conditions; the impact of the CEO on the board's strategic contributions; and strategic activity by the board. More use of qualitative research methods to probe such issues is recommended

Reflexive and critical views of leadership performance in corporate accomplishment : framework and illustration

Purpose – This paper intends to shed some light on the relationship between leadership performance and corporate accomplishment through the aid of complexity sciences. The objective is to describe leadership performance in corporate accomplishment using different teleological approaches.

Design/methodology/approach – The paper discusses the underlying criteria of the relationship between leadership performance and corporate accomplishment. Case illustration and narrative analogy are also provided.

Findings – The authors believe that the discussion highlights a potential downside of leadership performance in corporate accomplishment and its precision rarely highlighted in practice and literature.

Research limitations/implications – There is a reigning assumption in management practice that is based on the belief that a top-down approach of leadership performance in management and business practices is superior to the bottom-up approach. It proffers the assumed importance of strategic management issues, but neglects the knowledge, experience, competence and awareness inherent among employees at tactical and operational levels of business practices. It also proffers a mechanical view of employee performance and ignores the worth of the generation of ideas from subordinates in management and business practices that contribute to corporate achievements. Furthermore, it neglects the fact that it is not possible to know the future nor it is predictable.

Practical implications – The paper contends that the importance of top management tends to be inflated in respect to corporate achievements in the management/leadership literature. It also contends that it should be questioned as to whether the top management of corporations are largely responsible for the corporate results on which they attempt to justify their salaries and other benefits. Furthermore, the paper contends that it also should be questioned as to what extent corporate accomplishment may be derived from the performance of the top management in organizations.

Originality/value – The paper strives to contribute to the ongoing discussion of leadership performance in corporate accomplishment in various ways. The principal contributions are: a set of teleological sub-processes of leadership performance and a case illustration and narrative analogies of teleological leadership performance patterns, in respect to corporate accomplishment in management and business practices. These contributions provide theoretical and managerial ideas and insights to anticipate and avoid deficient or erroneous grounds of leadership performance evaluation in corporate accomplishment.

Leadership themes in higher education restructuring

Leading higher education restructuring is challenging. It involves various degrees of engagement, decision making and strategic alliances to achieve success. Factors such as the fundamental characteristics and practices of higher education, and external factors need to be taken into account. This paper presents the preliminary findings of a case study on organizational restructuring at a higher education institution in Australia. The study focuses on leadership themes appearing during the restructuring. Data for the study were derived from interviews with parties involved - leaders, academic and administrative staff. Analysis of the interviews found three main leadership themes occurring throughout the change process. This study concludes that leadership is a critical factor in organizational change in universities.

Values inquiry into leadership development in the Australian public service

The thesis identified that senior executives of the Australian Public Service are positioned in a contentious role and that mastery of the values dynamic – values language acumen, assessment of ethical priorities, adeptness at
holding strategic values conversations and awareness of personal values –
enabled mediation of role conflict and ethical leadership.

Appropriate or appropriate? Strategic considerations when representing indigenous culture in communication design and branding

Appropriate, ethical, respectful depiction and referencing of Indigenous visual iconography has become an important issue around the world - especially when designers and their clients choose to visually represent national identity. This chapter for the book titled, agIdeas Research, Design for Business, highlights the need for governments, the private sector and the design community to show leadership in regard to appropriate representation and engagement with Indigenous knowledge. It is a sensitive area where guidance is needed to assist designers and their clients to engage appropriately with Indigenous culture when required.