‘Inspired and assisted’, or ‘berated and destroyed’? Research leadership, management and performativity in troubled times

Research leadership in Australian universities takes place against a backdrop of policy reforms concerned with measurement and comparison of institutional research performance. In particular, the Excellence in Research in Australian initiative undertaken by the Australian Research Council sets out to evaluate research quality in Australian universities, using a combination of expert review process, and assessment of performance against ‘quality indicators’. Benchmarking exercises of this sort continue to shape institutional policy and practice, with inevitable effects on the ways in which research leadership, mentoring and practice are played out within university faculties and departments. In an exploratory study that interviewed 32 Australian academics in universities in four Australian states, we asked participants, occupying formal or informal research leadership roles, to comment on their perceptions of research leadership as envisioned and enacted in their particular workplaces. We found a pervasive concern amongst participants that coalesced around binaries characterized in metaphoric terms of ‘carrots and whips’. Research leadership was seen by many as managerial in nature, and as such, largely tethered to instrumentalist notions of productivity and performativity, while research cultures were seen as languishing under the demoralizing weight of reward and punishment systems. Here, we consider what is at stake for the future of the academic workforce under such conditions, arguing that new models of visionary research leadership are urgently needed in the ‘troubled times’ of techno-bureaucratic university reforms.

Social capital, educational institutions and leadership

Social capital refers to the norms and networks that enable people to act collectively. It is a set of resources that reside in the relationships among people that allow them to share their knowledge and skills. Social capital is built and accessed through interactions between people and groups. Educational institutions and their community benefit from building social capital. Educational leaders who are committed to lifelong learning and view the community as a resource for the institution have a key role in unlocking and building social capital. Social capital is developed through a partnership process with common purpose or vision where leadership is gradually shared between institution and community.

Beyond caricature : exploring theories of educational policy production and implementation

Since the mid 1980s there has been a growing interest amongst sociologists in the study of education policy, which has coincided with a decline within the tradition of educational administration - having been subsumed by educational management - of 'detailed historical work, or work concerned primarily with politics or policy content' (Olga 1987. p. 138). While in the past other traditions associated with social policy and social administration, government and politics. and the history of education have also been concerned with education policy. most recent and substantive work (for example. Olga 1987 1990. Dale 1989, 1992, Dale & Olga 1991, 1993. Ball 1990, 1993, Bowe, et al. 1992. Lingard 1991,1993)has come "from within the sociology of education. especially from those working within, or influenced by, the 'new' sociology of education, and, especially, those of a Marxist or neo-Marxist persuasion or at least concerned with the relationship of the state to education as a central problem (Olga 1987. p.139)".

Leadership and project management competences in executive women: different styles from the agents' perceptions

The exercise of management and leadership are key aspects to achieve objectives, goals and relationships in the current knowledge society marked by increasingly competitive environments in which cognitive factors, creativity, knowledge and information determine the success of organizations. Both concepts have been historically associated with the male domain because of the underrepresentation of women in managerial positions. However, the increasing participation of women in the workplace has led to the development of an extensive literature on the possible existence of differences between the styles of male and female leadership, although it has not been addressed from the analysis of competences associated with each sex. Through a participatory process the abilities and skills related to women managers are analyzed and the differences in leadership styles. The results indicate that women particularly value the skills associated with human relationships, and that female leadership style tends to be transformational.

Experiences of spanish public administration in requirements management and acquisition management processes

This paper shows the main contributions of the 1st Symposium on Improvement Process Models and Software Quality of Public Administrations. The obtained results expose the need to promote the implementation of Software Maturity Models and show possible advantages of its application in software processes of Public Administrations. Specifically, it was analyzed the current status in two process areas: Requirements Management and Subcontracting Management.

Employment opportunities in teaching and educational administration as reported to the office of treacher placement.

Mode of access: Internet.

Educational administration & supervision.

Description based on: Vol. 46, no. 1 (Jan. 1960); title from cover.

An introductory planning guide for local school districts : a product of the Section for Educational Planning, Division for Management and Planning Services, Wisconsin Department of Public Instruction.

WI docs. no.: Ed.3/2:5060.

Public information in the national information infrastructure : report to the Regulatory Information Service Center, General Services Administration, and to the administrator of the Office of Information and Regulatory Affairs, Office of Management and Budget /

Mode of access: Internet.

Social security : sustained effort needed to improve management and prepare for the future : report to the Commissioner, Social Security Administration / United States General Accounting Office.

"B-251113"--P. [1].

Discretion and control in education:the teacher as street-level bureaucrat

This article assesses the impact of education reform and the new public management (NPM) on the discretion of school teachers. The focal point of the study is Michael Lipsky's theory of discretion which casts public service professionals and others involved in service delivery as 'street-level bureaucrats' because their high degree of discretionary rule-making power enabled them to effectively make policy as well as implement it. The article considers the relationship between education reform and the NPM and focuses on the increased emphasis on skills-based teaching and changes in management and leadership in schools. The literature and survey of teachers demonstrate that discretion in the workplace has been eroded to such an extent due to a high degree of central regulation and local accountability as to question the applicability of Lipsky's model. The findings are based on the literature and a small survey undertaken by the author. © 2007 BELMAS.