ABSTRACT
This chapter highlights the impact of change in a sector that had, for many years, remained relatively stable in terms of structures and business model. The Higher Education (HE) business model began to change significantly in the UK with the move from grant-funded tuition to the tuition fee and student loan regime. Leadership occurs in a variety of contexts. Conceptually, leadership is similar, whether in HE, the professions, or the military. The routine practice of leadership differs, however. In the HE world, it can encompass: thought leadership, executive leadership, leadership in teaching or supervision, team leadership and management roles. Variants of this model appear to work effectively on both sides of the Atlantic, in both corporate and professional firms and in the military. Perhaps the most effective way for leaders in HE to think of customers, peers, and external suppliers and partners is as ‘stakeholders’. As the number of individual stakeholders increases, complexity of managing their conflicting interests grows exponentially.
