The changing nature of academic middle management: A framework for analysis

Higher Education Dynamics

Volumn 33, Issue , 2010, Pages 229-241

  De Boer, Harry ^a   Goedegebuure, Leo ^b   Meek, V Lynn ^b  

^a UNIVERSITY OF TWENTE   (Netherlands)

^b UNIVERSITY OF MELBOURNE   (Australia)

Author keywords

Data Envelopment Analysis; High Education; High Education System; Leadership Style; Middle Manager

Indexed keywords

EID: 85103960762     PISSN: 15710378     EISSN: 22151923     Source Type: Book Series    
DOI: 10.1007/978-90-481-9163-5_12     Document Type: Chapter

References (41)

1. Ammons, L. L. (2008). The art and science of deaning: Lessons from my garden. University of Toledo Law Review, 39(2), 209–220.
2. Balogun, J. (2003). From blaming the middle to harnessing its potential: Creating change intermediaries. British Journal of Management, 14(1), 69–83.
3. Bargh, C., Bocock, J., Scott, P., & Smith, D. (2000). University leadership: The role of the chief executive. Buckingham: SRHE/Open University Press.
4. Bisbee, D. C., & Miller, M. T. (2006). A survey of the literature related to executive succession in Land Grant Universities. ERIC database. Retrieved 20 November, 2008, from http://eric.ed.gov:80/ERICDocs/data/ericdocs2sql/content_storage_01/0000019b/80/1b/ce/09.pdf
5. Bolden, R., Petrov, G., & Gosling, J. (2008). Developing collective leadership in higher education: Final report. London: Leadership Foundation for Higher Education.
6. Bolton, A. (2000). Managing the academic unit, managing universities and colleges: Guides to good practice. Buckingham: Open University Press.
7. Bryman, A. (2007). Effective leadership in higher education: Summary of findings. London: Leadership Foundation for Higher Education.
8. Cameron, K. (1978). Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly, 23(4), 604–632.
9. Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based on the competing values framework (Rev. ed.). San Francisco: Jossey-Bass.
10. Committee of University Chairs (CUC). (2006). CUC report on the monitoring of institutional performance and the use of key performance indicators. Sheffield: CUC.
11. Committee of University Chairs (CUC). (2008). CUC report on the implementation of key performance indicators: Case study experience. Sheffield: CUC.
12. Currie, G., & Procter, S. J. (2005). The antecedents of middle managers’ strategic contribution: The case of a professional bureaucracy. Journal of Management Studies, 42(7), 1325–1356.
13. Deem, R. (2004). The knowledge worker, the manager-academic and the contemporary UK university: New and old forms of public management? Financial Accountability & Management, 20(2), 107–128.
14. Deem, R. (2007). Managing contemporary UK universities – Manager-academics and new managerialism. Journal of Academic Leadership Online, 1(3). Retrieved 19 December, 2008, from http://www.academicleadership.org/emprical_research/Managing_Contemporary_UK_ Universities_Manager-academics_and_New_Managerialism.shtml
15. Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524–540.
16. Dessem, R. L. (2008). Maybe deaning is not for you. University of Toledo Law Review, 39(2), 261–268.
17. Dickerson, D. (2008). Professor Dumbledore’s advice for law deans. University of Toledo Law Review, 39(1), 101–128.
18. Exworthy, M., & Halford, S. (1999). Professionals and managers in a changing public sector: Conflict, compromise and collaboration? In M. Exworthy & S. Halford (Eds.), Professionals and the new managerialism in the public sector (pp. 102–120). Buckingham: Open University Press.
19. Floyd, S. W., & Wooldridge, B. (1994). Dinosaurs or dynamos? Recognizing middle management’s strategic role. Academy of Management Executive, 8(4), 47–57.
20. Floyd, S. W., & Wooldridge, B. (1997). Middle management’s strategic influence and organizational performance. Journal of Management Studies, 34(3), 465–485.
21. Gmelch, W. H. (2004). The department chair’s balancing act. New Directions for Higher Education, 126, 69–84.
22. Hinings, B., Greenwood, R., & Cooper, D. (1999). The dynamics of change in large accounting firms. In D. Brock, M. Powell, & C. R. Hinings (Eds.), Restructuring the professional organization (pp. 131–153). London: Routledge.
23. Hooijberg, R. (1992). Behavioral complexity and managerial effectiveness: A new perspective on managerial leadership. PhD Dissertation, University of Michigan.
24. Kalliath, T. J., Bluedorn, A. C., & Gillespie, D. F. (1999). A confirmatory factor analysis of the competing values instrument. Educational and Psychological Measurement, 59(1), 143–158.
25. Kwan, P., & Walker, A. (2004). Validating the competing values model as a representation of organizational culture through inter-institutional comparisons. Organizational Analysis, 12(1), 21–37.
26. Lee, D., & Bower, R. S. (2006). Pushing the envelope on organizational effectiveness: Combining an old framework and a sharp tool. Public Performance & Management Review, 30(2), 155–178.
27. Marginson, S., & Considine, M. (2000). The enterprise university. Melbourne: Cambridge University Press.
28. Meek, V. L., & Wood, F. (1997). Higher education governance and management: An Australian study. Canberra: AGPS.
29. Pounder, J. S. (2001). ‘New Leadership’ and university organisational effectiveness: Exploring the relationship. Leadership & Organization Development Journal, 22(5/6), 281–290.
30. Quinn, R. E. (1989). Beyond rational management: Mastering the paradoxes and competing demands of high performance. San Francisco: Jossey-Bass.
31. Quinn, R. E., Faerman, S. R., Thompson, M. P., McGrath, M., & St Clair, L. S. (2007). Becoming a master manager: A competing values approach. Hoboken: Wiley.
32. Reed, M. I. (1999). From the ‘Cage’ to the ‘Gaze’? The dynamics of organisational control in late modernity. In G. Morgan & L. Engwall (Eds.), Regulation and organisation: International perspectives (pp. 17–49). London: Routledge.
33. Rosser, V. J. (2003). Using multilevel SEM to study leadership effectiveness in higher education. In J. C. Smart (Ed.), Higher education: Handbook of theory and research (Vol. 18, pp. 389–420). New York: Agathon Press.
34. Sanderson, D., & Watters, J. J. (2006). The corporatisation of higher education: A question of balance. In HERDSA (Ed.), Proceedings of the 29th HERDSA annual conference, critical visions: Thinking, learning and researching in higher education (pp. 316–323). Milperra: HERDSA.
35. Scott, G., Coates, H., & Anderson, M. (2008). Learning leaders in times of change: Academic leadership capabilities for Australian higher education. Sydney/Melbourne: University of Western Sydney and Australian Council for Educational Research.
36. Vilkinas, T., & Cartan, G. (1997). How different are the roles displayed by female and male managers? WomeninManagementReview, 12(4), 129–135.
37. Vilkinas, T., & Cartan, G. (2001). The behavioural control room for managers: The integrator role. Leadership & Organization Development Journal, 22(4), 175–185.
38. Vilkinas, T., & Cartan, G. (2006). The integrated competing values framework: Its spatial configuration. Journal of Management Development, 25(6), 505–521.
39. Weissberg, R. (2007). Oh to be rid of administrative wimps. Academic Questions, 20(2), 146–149.
40. Whitchurch, C. (2008). Professional managers in UK higher education: Preparing for complex futures. Final Report. London: Leadership Foundation for Higher Education.
41. Wolverton, M., Gmelch, W. H., Montez, J., & Nies, C. T. (2001). The changing nature of the academic deanship. San Francisco: Jossey-Bass/ASHE-ERIC.