Skip to main content
SpringerLink
Log in

Managing Learning Outcomes

Leadership Practices and Old Modes of New Governance in Higher Education

  • Chapter
The Transformation of University Institutional and Organizational Boundaries

Part of the book series: Higher Education Research in the 21st Century Series ((CHER))

Abstract

It is probably uncontroversial to say that the last few decades have witnessed an increasing interest in leadership in higher education. The interest has been spurn by policy changes in higher education and public administration in general that have changed higher education governance profoundly. The general observation is that leadership in higher education has shifted from old modes of leadership based in academic and collegial values to new modes of governance increasingly based in social responsibleness and managerialism (consult for example Bleiklie, 2005; Shattock, 2002).

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Abbott, A. (1988). The system of professions: An essay on the division of expert labor. Chicago, IL: University of Chicago Press.

    Google Scholar 

  • Amaral, A., Meek, V. L., & Larsen, I. M. (Eds.). (2003). The higher education managerial revolution. Dordrecht, The Netherlands: Kluwer Academic Publisher.

    Google Scholar 

  • Blackmore, P. (2007). Disciplinary differences in academic leadership and management and its development: A significant factor. Research in Post-Compulsory Education, 12(2), 225–239.

    Article  Google Scholar 

  • Bleiklie, I. (2005). Academic leadership and emerging knowledge regimes. In I. Bleiklie & M. Henkel (Eds.), Governing knowledge: A study of continuity and change in higher education. Dordrecht, The Netherlands: Springer.

    Chapter  Google Scholar 

  • Bleiklie, I., & Frølich, V. N. (2014). Styring, organisering og ledelse i høyere utdanningspolitikk. In N. Frølich, E. Hovdhaugen, & L. I. Terum (Eds.), Kvalitet, kapasitet og relevans: Utviklingstrekk i norsk høyere utdanning. Oslo, Norway: Cappelen Damm Akademisk.

    Google Scholar 

  • Bleiklie, I., Høstaker, R., & Vabø, A. (2000). Policy and practice in higher education: Reforming Norwegian universities. London, UK and Philadelfia, PA: Jessica Kingsley Publishers.

    Google Scholar 

  • Bleiklie, I., Ringkjøb, H.-E., & Østergren, K. (2006). Nytt regime i variert landskap: Ledelse og styring av universiteter og høyskoler etter Kvalitetsreformen. Delrapport, 9.

    Google Scholar 

  • Bleiklie, I., Enders, J., Lepori, B., & Musselin, C. (2011). New public management, network governance and the university as a changing professional organization. In T. Christensen & P. Lægreid (Eds.), The ashgate research companion to new public management. Farnham, England: Ashgate Publishing Limited.

    Google Scholar 

  • Bolden, R., Petrov, G., & Gosling, J. (2008). Tensions in higher education leadership: Towards a multi-level model of leadership practice. Higher Education Quarterly, 62(4), 358–376. doi: 10.1111/j.1468-2273.2008.00398.x

    Article  Google Scholar 

  • Bryman, A. (2007). Effective leadership in higher education: A literature review. Studies in Higher Education, 32(6), 693–710. doi:10.1080/03075070701685114

    Article  Google Scholar 

  • Burrage, M. (1993). From practice to school-based professional education: Patterns of conflict accommodation in England, France, and the United States. In S. Rothblatt & B. Wittrock (Eds.), The European and American university since 1800. Cambridge, England: Cambridge University Press.

    Google Scholar 

  • Caspersen, J., & Frølich, N. (2014, forthcoming). Læringsutbytte som styringsredskap for ledelsen i høyere utdanning. In N. Frølich, E. Hovdhaugen, & L. I. Terum (Eds.), Kvalitet, kapasitet og relevans. Oslo, Norway: Cappelen Damm Akademisk.

    Google Scholar 

  • Caspersen, J., Frølich, N., Karlsen, H., & Aamodt, P. O. (2014). Learning outcomes across disciplines and professions: Measurement and interpretation. Quality in Higher Education, 20(2), 195–215. doi:10.1080/13538322.2014.904587

    Article  Google Scholar 

  • Clark, B. R. (1983). The higher education system: Academic organization in cross-national perspective. Los Angeles, CA: University of California Press.

    Google Scholar 

  • DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.

    Article  Google Scholar 

  • Durand, J., & Pujadas, C. (2004). Self‐assessment of governance teams in an argentine private university: Adapting to difficult times. Tertiary Education and Management, 10(1), 27–44. doi:10.1080/13583883.2004.9967115

    Article  Google Scholar 

  • Frølich, N. (2005). Implementation of new public management in Norwegian universities. European Journal of Education, 40(2), 223–234.

    Article  Google Scholar 

  • Frølich, N. (2011). Multi-layered accountability: Performance funding of universities. Public Administration, 89(3), 840–859.

    Article  Google Scholar 

  • Frølich, N., & Sahlin, K. (2013). University organization as bridging: Ambigous, competing and mediated institutions. Paper presented at the EGOS, Montreal.

    Google Scholar 

  • Heggen, K. (2010). Kvalifisering for profesjonsutøving : sjukepleiar - lærar - sosialarbeidar. Oslo, Norway: Abstrakt forl.

    Google Scholar 

  • Jameson, J. (2012). Leadership values, trust and negative capability: Managing the uncertainties of future English higher education. Higher Education Quarterly, 66(4), 391–414.

    Article  Google Scholar 

  • Johnson, R. (2002). Learning to manage the university: Tales of training and experience. Higher Education Quarterly, 56(1), 33–51.

    Article  Google Scholar 

  • Juntrasook, A. (2014). You do not have to the boss to be the leader: Contested meanings of leadership in higher education. Higher Education Research & Development, 33(1), 19–31.

    Article  Google Scholar 

  • Kingston, P. W., & Lewis, L. S. (1990). The high status track: Studies of elite schools and stratification. Albany, NY: SUNY Press.

    Google Scholar 

  • Kraatz, M. S., & Block, E. S. (2008). Organizational implications of institutional pluralism. In R. Greenwood, C. Oliver, K. Sahlin, & R. Suddaby (Eds.), The sage handbook of organizational institutionalism. London, UK: Sage Publications.

    Google Scholar 

  • Krücken, G., Kosmütsky, A., & Torka, M. (Eds.). (2007). Towards a multiversity? Universities between global trends and national traditions. Bielefeld, Germany: Transcript Verlag.

    Google Scholar 

  • Meyer, J. W., & Rowan, B. (1977). Institutional organizations: Formal structures as myth and ceremony. American Journal of Sociology, 83(2), 340–363.

    Article  Google Scholar 

  • Muller, J. (2009). Forms of knowledge and curriculum coherence. Journal of Education and Work, 22(3), 205–226.

    Article  Google Scholar 

  • Nussbaum, M. C. (2012). Not for profit: Why democracy needs the humanities. Princeton, NJ and Oxford, England: Princeton University Press.

    Google Scholar 

  • Olsen, J. P. (1987). Universitetet: Sentralisering, autonomi og markedsstyring. Nytt Norsk Tidsskrift, 4, 16–26.

    Google Scholar 

  • Rosenhaupt, H. W. (1940). Modern foreign language study and the needs of our times. Monatshefte für deutschen Unterricht, 32(5), 205–216.

    Google Scholar 

  • Sahlin, K., & Wedlin, L. (2008). Circulating ideas: Imitation, translation and editing. In R. Greenwood, C. Oliver, K. Sahlin, & R. Suddaby (Eds.), Handbook of organizational institutionalism. Los Angeles, CA: Sage.

    Google Scholar 

  • Selznick, P. (1957). Leadership in administration. New York, NY: Harper & Row.

    Google Scholar 

  • Shattock, M. (2002). Re-balancing modern concepts of university governance. Higher Education Quarterly, 56(3), 235–244.

    Article  Google Scholar 

  • Stensaker, B., & Vabø, A. (2013). Re-inventing shared governance: Implications for organisational culture and institutional leadership. Higher Education Quarterly, 67(3), 256–274. doi:10.1111/hequ.12019

    Article  Google Scholar 

  • Stensaker, B., Vabø, A., Frølich, N., Bleiklie, I., Kvam, E., & Waagene, E. (2013). Styring og strategi. Betydningen av ulike styringsmodeller for lærestedenes strategiarbeid, NIFU Report 43/2013. Oslo, Norway: NIFU Nordic Institute for Studies in Innovation, Research and Education.

    Google Scholar 

  • Uusiautti, S., Syväjärvi, A., Stenvall, J., Perttula, J., & Määttä, K. (2012). It’s more like a growth process than a bunch of answers: University leaders describe themselves as leaders. Procedia – Social and Behavioral Sciences, 69, 828–837.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Research and Education, NIFU – Nordic Institute for Studies in Innovation, Oslo, Norway

    Joakim Caspersen

  2. Research and Education, NIFU – Nordic Institute for Studies in Innovation, Oslo, Norway

    Nicoline Frølich (Research Professor)

Authors
  1. Joakim Caspersen
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Nicoline Frølich
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. IRCrES, Research Institute on Sustainable Economic Growth of National Research Council, Rome, Italy

    Emanuela Reale

  2. IRCrES, Research Institute on Sustainable Economic Growth of National Research Council, Rome, Italy

    Emilia Primeri

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Sense Publishers

About this chapter

Cite this chapter

Caspersen, J., Frølich, N. (2015). Managing Learning Outcomes. In: Reale, E., Primeri, E. (eds) The Transformation of University Institutional and Organizational Boundaries. Higher Education Research in the 21st Century Series. SensePublishers, Rotterdam. https://doi.org/10.1007/978-94-6300-178-6_9

Download citation

Publish with us

Policies and ethics

Search

Navigation