ABSTRACT
This chapter is about university leadership and its complex relationship with organizational development and state steering approaches. Its primary focus is the changing role of second-tier institutional leaders in a selection of universities in the UK and Australia. Those in the second tier, typically designated pro-vicechancellors (PVCs) or vice-presidents (VPs), comprise a key layer of executive and academic leadership with cross-institutional responsibility for how the university interprets its core functions and makes its way in response to the policies of national and state legislatures. Drawing on recently completed research (Smith, Adams and Mount, 2007) into those occupying such posts in the UK, the chapter extends the empirical analysis to provide some comparative Anglo-Australian perspectives on the structures and strategies of institutional leadership.
