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Empowering Strategic Leaders: The Challenge of Developing Transformative Leadership


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Presentation at annual European Association for Distance Teaching Universities (EADTU), Online, Open and Flexible Higher Education Conference, Milton Keynes, UK, 26th October, 2017.

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Empowering Strategic Leaders: The Challenge of Developing Transformative Leadership

  1. 1. Empowering Strategic Leaders: The Challenge of Developing Transformative Leadership Mark Brown & Fred de Vries Milton Keynes, UK 26th October 2017
  2. 2.
  3. 3. Three assumptions…
  4. 4. “Focuses on the critical role of leadership — not the Lone Ranger leader who rides into town and saves a single school/college, but leaders whose very actions change the systems they work in.”
  5. 5. “Developing and implementing desired change is not an event but is a complex and subjective learning/unlearning process for all concerned” (p.73). Scott, G., Coates, H., & Anderson, M. (2008). Learning leaders in times of change: Academic leadership capabilities for Australian higher education. Australian Learning and Teaching Council, NSW. Scott, G. (2003). Effective change management in higher education. Educause Review, November/December, 64-80. Listen | Link | Lead
  6. 6. 1. On-line Primer…
  7. 7. 1. On-line Primer…
  8. 8. Mark Brown Fred de Vries Panel Members 2. On-site Workshop…
  9. 9. What type of institutional leader are you? N S W E
  10. 10. What are some of the major change forces? • Globalisation • Population mobility • Demographic changes • Changing nature of work • Growing demand for higher education
  11. 11. High impact (critical) uncertainties Growth of new global online providers Emergence of badges and micro-credentials Increased demand for part-time study options Increased supply reduces cost of qualifications Reduction of government funding to universities Increased demand for customised study options Increased staff demand for flexible work conditions Emergence of strategic alliances between universities Further development of new technological innovations
  12. 12. Disruptive Business Models Conventional Business Models StandardisedCourses CustomisedCourses Scenario 3 Scenario 4 Scenario 1 Scenario 2
  13. 13. What is the preferred future scenario for your institution? • Oldish University • Newish University • Resource University • Expansive University • Alliance University • Data University • Outsource University
  14. 14. “Resilience requires adaptation and evolution to new environmental conditions, but retains core identity” (Weller & Anderson, 2013, p.55).
  15. 15. Making the case…
  16. 16. 3. Follow Up…
  17. 17. Conclusion… • What transfer? • What personal impact? • What institutional impact?