Engaging Leaders

Introduction Rationale for the book Values underpinning the book Barriers and enablers to effective leadership in HE Developing leaders and building capacity Structural overview 1: Universities and Individualism Academic identity: why working collectively remains a fundamental challenge for many higher education institutions The moral purposes of universities The corporate agenda: Are we really all in this together? 2: Towards the Learning Organisation? Collective commitment: the benefits of achieving this in our universities Barriers and enablers: the conditions for organisational learning 3: Catalysts for Collaborative Working Learning Conversations: Action learning: to enable successful group dynamics viii) Collaborating for educational impact Professional learning communities: sharing and developing practice 4: Emotionally-Intelligent Organisational Cultures Applying emotional intelligence: to designing opportunities for engagement Reconceptualising meetings: creating new for a for collective dialogue Showing empathy and consideration: planning for emotional and social outcomes Mastering self-regulation: how leaders build a repertoire of approaches which work in academic environments 5: "When do we get to do feedback?" Intrinsic feedback: how giving and seeking feedback is intrinsic to practices and behaviours throughout an organisational unit Learning from feedback approaches: building a virtuous cycle of constructive criticism Coaching conversations: the stuff of every corridor 6: Working in Partnerships - Higher Education and Public Value Influencing challenges: beyond institutional boundaries Building partnerships and collaborations Public value: concept and practice 7: Systemic Action in Universities Cultures of innovation: which support agile, strategic working Sustainable practices: ensuring that leaders and institutions don't burn out Ways forward for the sector: towards a learning-rich leadership culture