128 Ethics in Higher Education: Values-driven Leaders for the Future
8.3 Managing Change
Change leadership is a fraught process, especially in higher
educational institutions where professional autonomy is strong and
tenure, supported by collective agreements written and agreed to at a
different time, a reality for leaders to deal with. In many situations,
managing by consensus is not possible, and so tensions and anxiety are
very real. Also very real when faced with significant challenge, threat or
uncertainty, is genuine and deep anxiety.
Effective change leaders have three main roles. These are, according
to Moujaes et al (2012):
- Thinking Ahead – thinking back from the future, having
undertaken cross-boundary learning and explored global and
local developments. Using this work to develop a shared sense
and shape of the future. - Leading Across their School and System – demonstrate focused,
ethical and effective leadership within their institution and
system through their openness, personal mastery and passion. - Delivering Within – ensuring that the institution continuously
improves its performance, not just for some but for all. Driving
performance with passion and being systematic, focused and
mindful in leading change and measuring results.
These three managerial behaviours need to come from a stronger
catalogue of leadership dispositions, such as these: - Practice personal mastery: They have high integrity and view
self-awareness as a prerequisite for leadership. They work hard to
develop their capacity to innovate, and to inspire others to join
them in making the world a better place and their school a great
place for all.