ABSTRACT
This chapter explores the differing roles that the vice-principal (VP), Teaching and Learning, has to play in these differing teams. It explains how best to operate within a range of teams, not solely the executive team. The chapter discuses the range of other teams with which the VP should aim to engage in order to empower others, distribute leadership, and ensure that their institution is well positioned not just in their own nations higher education (HE) sector but internationally. Taking a leadership role in teaching and learning in most universities requires the key attribute of being able to work beyond authority. The chapter lists a slightly eclectic set of reasons for building effective teams as part of the leadership portfolio concerning teaching and learning. Rigby's analysis is a compelling and eloquent argument for team working, but remembers that her case study is focused on effective teams.
