ABSTRACT
While the purpose of Chapter 2 is to put education centre stage, at the heart of the higher education enterprise, this agenda is situated within the wider context of a rapidly altering higher education landscape. In more recent years, the landscape is characterised more by internationalisation and competitiveness, while increasing and intensifying external demands from political and policy sources have necessitated that universities develop multiple orientations, prominent among them traditional, scientific and increasingly also the entrepreneurial and bureaucratic. These are the waters that institutional leaders, their academic and administrative colleagues are obliged to swim in, as well as to determine the nature of leading and quality of teaching in such circumstances. The chapter traces particular leadership threads as they emerge overtime, while focusing particularly on the leading teaching and learning contributions of academic developers, and the increasing necessity for them to be brokers in an effort to put and keep education at the centre of endeavour in an increasingly crowded space with many competing interests seeking advantage.
