ABSTRACT
In this chapter, the authors use theoretical frameworks to explore key issues faced by leaders (sometimes also called heads, managers or directors) of Academic Development Units (ADUs). They focus on the importance of values for an ADU’s success, the difficulties of balancing individual and institutional priorities, the unusual HE context (in which most colleagues are themselves experts), the pros and cons of collaboration across the institution, and the role of ADUs in institutional change. Using real case studies from the USA and the UK, the authors illustrate these issues with topics as diverse as changing assessment practices, technological change, curriculum review and mentoring schemes.
