EWART WOOLDRIDGE CHIEF EXECUTIVE

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EWART WOOLDRIDGECHIEF EXECUTIVE

• THE LEADERSHIP FOUNDATION FOR HIGHER EDUCATION

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Leadership Experiences

• Granada creativity revenue regional identity
• South Bank eclectic high quality arts customer
  satisfaction international identity/acclaim
• HCC citizens customers politicians
  professionals local identity
• CMPS/Cabinet Office student experience
  academic/professional staff politicians
  corporate government delivery agenda

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Leadership some lessons from personal experience

• A whole organisation activity distributed and
  embedded
• Leadership capacity not just leaders
• Leadership development going with the grain of
  the business
• Creating communities and networks of learning
• Recognising diversity in the widest sense
• Maintaining a tight/loose balance

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Core leadership behaviours

• Developing and communicating the vision
• Setting the direction
• Modelling the values
• Inspiring followership
• Motivating, empowering, supporting
• Being a pivotal change agent (energy)
• Making clear decisions at times of
  crisis/ambiguity
• So what is management..?

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Some useful models of leadership

• Distributed
• Transformational
• Servant
• Diversity applying a diversity excellence
  model
• - EQDQOQ
• - work/life balance
• - engaged and integrated leadership

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Some leadership issues

• Understanding the psychological contract
  rethinking the career deal
• Behaviours (not competences) of successful
  leaders
• Beware of Followership!
• Getting real about leadership unlearning the
  stereotypes
• Learning from poor/inappropriate leadership

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Three glasses of leadership
(a) Knowledge
(b) Transforming ability
(c) Emotional empathy
(a c) x b strategic leadership capacity
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Enablers for front-line Modernisation leaders

• Success of public sector leaders
• Connect strategic vision with day-to-day
• Use power of information to unblock
• Support staff through change
• Are good project managers
• Invest in professional development
• Understand the WIIFM
• Repeat the story of change
• Tell the good stories of success

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Features of leadership

• Feeling lonely
• Persistence despite the sense of failing in the
  moment
• Living with ambiguity
• Motivation has to come from within
• Being watched
• Understanding the effect of good/poor leadership
  behaviour

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Context for Leadership Development in HE

• Expansion of HE widening participation
• More competitive nationally and internationally
• Partnership with business / knowledge transfer
• Diversifying income sources
• Agendas of regional government / devolved
  administrations
• Strategic HR issues / HE career
• Complex change mergers, partnerships, alliances
• E-learning, internet-driven solutions
• Equality and diversity

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Framework of LF Programmes

• Developing individual leaders
• - open programmes
• - coaching, mentoring etc
• - key skills
• - governors development
• Institutional capacity building
• - customised programmes
• - benchmarking
• - needs analysis
• Networks and communities of learning
• - alumni networks
• - working with specific groups (eg AHUA)
• - international links
• Futures Lab / Research
• Championing leadership conferences, seminars

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Priorities /Flagship Projects

• Masterclasses and seminars for senior leaders
• High Level skills events
• Preparing for leadership programmes
• Governor development governance website
• New HE mentoring schemes
• Major leadership conference
• Diversity programmes
• Publications programmes
• Fellowship scheme supporting change
• International network

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Research / Futures Lab

• Models of leadership for HE
• The HE Career the psychological contract
• Crosssector study on the effectiveness of
  leadership development
• Evaluation of leadership development
• International research / learning networks
• Futures scanning