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Cooperation and leadership in academia: the roles of non-academics

In: Leadership and Cooperation in Academia

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Listed:
  • John Rogers
  • Eileen Schofield

Abstract

Across the world academic institutions are being questioned by their stakeholders and pressured to change. Answering these questions requires that academics and professional managers in universities think about their work, its value and organisation. The book highlights the need for space and stimulus to reflect on the responsibilities, roles and expectations that they identify for themselves, and that others place upon them – then, they might be better able to understand and to act. Similarly, policymakers and higher education commentators need the space and stimulus to reflect on the role of universities. This book will provide this space and an invaluable contribution to the stimulus.

Suggested Citation

  • John Rogers & Eileen Schofield, 2013. "Cooperation and leadership in academia: the roles of non-academics," Chapters, in: Roger Sugden & Marcela Valania & James R. Wilson (ed.), Leadership and Cooperation in Academia, chapter 10, pages 147-160, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:14775_10
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    References listed on IDEAS

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    1. Roger Sugden & Marcela Valania & James R. Wilson (ed.), 2013. "Leadership and Cooperation in Academia," Books, Edward Elgar Publishing, number 14775.
    2. Maree Conway & Ian Dobson, 2003. "Fear and Loathing in University Staffing: The Case of Australian Academic and General Staff," Higher Education Management and Policy, OECD Publishing, vol. 15(3), pages 123-133.
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