Offering research- and evidence-based approaches that explore the essential components of programme leadership in higher education, this book is designed to define, develop and support the programme leadership role and all those who undertake it.

The book is split into three parts, taking into account the three different lenses through which programme leaders and their professional practice and relationships are generally viewed: the institution, the individual and the programme team. Chapters and case studies address key elements crucial to the holistic development of programme leadership and programme leaders. These include:

  • Understanding and developing programme leadership in context
  • Developing organisational structures and processes so programme leaders can thrive
  • Growing programme leaders’ educational leadership, team working and communication

Crucial reading for programme leaders, as well as academic and educational developers and leaders working across faculties and whole institutions, this text includes contributions from teaching- and research-focused higher education institutions, as well as established and modern college- and university-based providers in both the northern and southern hemispheres.

chapter |10 pages


Supporting course and programme leaders in higher education: Positioning programme leadership as central to HE success

part 1|80 pages

Institutional development of programme leadership and programme leaders

chapter |2 pages


chapter Chapter 1|12 pages

A national approach

Foregrounding programme leadership in Scotland

chapter Chapter 3|12 pages

Developing programme leadership in an Australian university

An institutional approach to professional learning and development

chapter Case study 2|5 pages

Academic almanac

A practical workshop for programme leaders to plan the academic yearly cycle

part 2|60 pages

Individual programme leaders

chapter |2 pages


chapter Chapter 6|14 pages

Programme leaders as educational and academic leaders

A question of influence – relationships, behaviour and commitment

chapter Chapter 7|12 pages

‘It can be a lonely job sometimes'

The use of collaborative space and social network theory in support of programme leaders

chapter Chapter 8|12 pages

Empowering programme leaders

Developing relational academic leadership

chapter Case study 4|4 pages

Reflecting on the transition from traditional to blended programmes

Six critical messages to manage change

chapter Case study 5|4 pages

Leading joint and combined honours programmes

Amplified complexity

chapter Case study 6|3 pages

Taking the lead

Creating an undergraduate environmental science programme to meet the benchmarks and expectations

part 3|52 pages

The practice of programme leadership

chapter |2 pages


chapter Chapter 9|10 pages

The collaborative programme leader

Embedding meaningful collaboration into a programme culture

chapter Case study 7|4 pages

A team-based retreat for programme development

chapter Chapter 10|12 pages

In pursuit of excellence

A collaborative and interdisciplinary framework for reconceptualising programme leaders

chapter Case study 10|4 pages

Facilitating educational leadership

Building and sharing an understanding amongst the programme team

chapter |8 pages


Championing programme leadership for success in higher education