ABSTRACT
One of the key issues regarding leadership in higher education (HE) and in the professions is that the role of leadership is not always sought actively by senior people or by those aspiring to promotion based on professional expertise. Anecdotally, formal preparation for leadership in HE is mixed, as is early identification of leadership potential. In HE and in the professions, therefore, learning to be a leader can be a somewhat hit-and-miss affair. In HE, appointment to a leadership role can occur in a number of ways. The process is governed by regulation in some countries and by tradition elsewhere. Leadership tends not to be sought after in the professions. Promotion to partner appears rarely to be based on leadership capability, but instead on technical ability and/or effectiveness in client relationship management. In the military, officers are typically appointed to leadership roles or to roles such as staff appointments from a pool of candidates previously identified.
