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date: 19 August 2019

Abstract and Keywords

This chapter considers the higher education leader’s perspective in conjunction with the following themes: (1) the leader as a change agent, responding to mega trends (globalization, digitalization and the demands of knowledge-based economies); (2) the challenge of choosing the right gear of change (evolution, rapid evolution, revolution) whilst executing transformations; (3) the recognition at all levels (macro, meta, micro) of the value of diversity, and understanding that institutions are typically a blend of three ultra-types (knowledge for the sake of knowledge; utilitarian, accountable institution; sustainable enterprises) and the importance of matching leadership; (4) understanding the alignment of ‘ABC’ (academic aspiration, business, communities) whilst enlarging C through emotional engagement; and (5) the imperative to secure funding to achieve strategic objectives and institutional sustainability (fundraising, public–private partnerships, cooperative constructions). Current funding realities suggest big is truly beautiful but this risks diminishing diversity.

Keywords: leadership, diversity, regulation, strategy, engagement, mega trends, change management, funding, fundraising, public–private partnerships

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