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Leadership and Followership in Post-1992 University Business Schools in England

Leadership and Followership in Post-1992 University Business Schools in England

Thomas Charles Bisschoff, Michael Lewis Nieto
Copyright: © 2017 |Pages: 35
ISBN13: 9781522506720|ISBN10: 1522506721|EISBN13: 9781522506737
DOI: 10.4018/978-1-5225-0672-0.ch018
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MLA

Bisschoff, Thomas Charles, and Michael Lewis Nieto. "Leadership and Followership in Post-1992 University Business Schools in England." Handbook of Research on Administration, Policy, and Leadership in Higher Education, edited by Siran Mukerji and Purnendu Tripathi, IGI Global, 2017, pp. 461-495. https://doi.org/10.4018/978-1-5225-0672-0.ch018

APA

Bisschoff, T. C. & Nieto, M. L. (2017). Leadership and Followership in Post-1992 University Business Schools in England. In S. Mukerji & P. Tripathi (Eds.), Handbook of Research on Administration, Policy, and Leadership in Higher Education (pp. 461-495). IGI Global. https://doi.org/10.4018/978-1-5225-0672-0.ch018

Chicago

Bisschoff, Thomas Charles, and Michael Lewis Nieto. "Leadership and Followership in Post-1992 University Business Schools in England." In Handbook of Research on Administration, Policy, and Leadership in Higher Education, edited by Siran Mukerji and Purnendu Tripathi, 461-495. Hershey, PA: IGI Global, 2017. https://doi.org/10.4018/978-1-5225-0672-0.ch018

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Abstract

The research reflects on how academics interact as leaders and followers in Post-1992 University Business Schools. The study was cognisant of the tensions experienced by knowledge workers, such as academics, whereby a person may have leadership responsibilities, whilst working within as a collegiate environment. The research explores leadership through qualitative methodology and constructivist discourse within three cases studies. The selection of case studies included two business schools which had experienced numerous restructures and one where the management team was more stable. The key outcomes of the research indicate that the respondents are dissatisfied by their leaders and reported an absence of consultation as well as almost yearly disruptive restructuring. Consequently, the research reported minimal followership or distributed leadership. Instead, disengagement was reported by academics in both management and non-management posts. In two of the business schools, successive sets of new externally hired management teams had imposed reorganisations and redundancies. Consequently, academics expressed disengagement and reported systemic failures to develop and promote internal candidates to senior management and departmental leadership posts.

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