Ewart Wooldridge/Leadership Foundation: The Psychological Contract
Should read ‘What Matters Now’ – Gary Hamel.
Aggregate of reciprocal expectations between University & all stakeholders.
New psychological contract – a paradigm shift? Yes, first paradigm shift of the day. Ref Matthew Taylor/RSA & citizenship. Student as customer? Co-creator? Citizen? Comprehensive to differentiated; collaborative to competitive; sector to system; trusted to challenged; certainty to uncertainty.
So what are key leadership issues?
- Top: handling uncertainty & ambiguity. Yes – building the capacity for change!
- Challenging inefficiency & reluctance to innovate
- Being entrepreneurial
- Making change happen
- Collaborate AND compete
- Engagement, creatively
Disruptive innovation; unbundling/disaggregation of the value chain = shared services, outsourcing; OER. So, DARE is an example of unbundling, break up of vertical integration. Example: BBC/ITV – have mostly outsourced their core product = making programmes.
10 key things.
- Leading the whole student experience. LFHE website: Developing the Whole Student/Dr Kathleen Quinlan. Creating organisational conditions; modelling a meaningful life; leadership of learning
- Public & societal engagement. Placing universities at the heart of social & economic advancement (UUK: Futures for HE/Analysing Trends)
- Distinctiveness. Components: Narrative Place Values Community Clusters. NPVCC. Dropped vision & mission – 50% of someone or other couldn’t identify their own. Mnemonic – Needs Positive Vice Chancellor Commitment – Oxford Brookes.
- Learning from Academic Leadership. Academics don’t see academic leaders as leaders. Academic leadership = oxymoron. I repeat, after all it was leadership that got us into this mess. Must be careful not to fall into traditional approaches to leadership. Listen; nurture; create; stimulate; engage. Quote from academic: ‘I really dislike this concept of leadership’.
- Professional vs Academic Leadership. Needs breaking down. No such thing as non-academic – no one should be referred to as what they’re not.
- Alignment. ‘For me, it’s more about a job well done & less about the cheese’. Cheese = strategy at end of the maze.
- Learning from other sectors. John Lewis; professional services; third sector. Not just private sector; note 58% of FDs now from private sector.
- Entrepreneurial leadership. Kanter: Measure themselves not by the standards of the past but by the vision of the future.
- New leadership qualities of challenge & support. Meaning, business focused, confidence, balancing support with strong challenge, clear narrative at ‘point of sail’, collaboration, energy.
- Discovering the magic in leadership. ‘We are such stuff as dreams are made on…’ Yeah, but depends on interpretation – the next bit goes ‘& our little life is rounded with a sleep’.
See new connections; transform the obvious; cross boundaries; use humour; trust & respect.
University answer to man from mars: ‘But we don’t have a leader to take you to’. Might be a good thing…my closing quote: ‘Don’t follow leaders, watch the parking meters’.