ABSTRACT
This chapter provides a link between institutional and personal responsibilities with respect to programme leadership. It unpacks what effective leadership approaches would look like for an individual and addresses the impact of institutional context. Parkin points out that individuals have to develop multiple skills and competencies in order to become effective leaders, but that academia can be particularly complex, with programme leaders (PLs) having to lead through influence which is predicated on credibility and trust. He recommends that PLs should educate themselves about the styles of leadership which have been shown to be most successful within academia in order to establish their own style. He outlines four dimensions of programme leadership: relational, embodied, enabling and administrative, and suggests different ways to develop an approach to influence and inspire the engagement of colleagues. As all these approaches are impacted by institutional culture he addresses what can enable and inhibit them in order to identify where there may need to be further work.
