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Chancellors and Vice- Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching Centre Macquarie University Australia 1 EAIR Forum, Copenhagen. August 26, 2008

Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

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Unique Australians… 3 University of Sydney Archives

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Page 1: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Chancellors and Vice-ChancellorsUniversity governors’ perceptions of relationships, leadership and cultural

influence

Cathy RytmeisterLearning and Teaching Centre

Macquarie University Australia

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EAIR Forum, Copenhagen. August 26, 2008

Page 2: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Outline

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• Background• Member perceptions

• Governing body culture• Chancellor influence• Vice-Chancellor (VC) influence• Chancellor-VC relationship

• Consensus and diversity: illustrative examples• Maintaining an enabling governing body

culture

Page 3: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Unique Australians…

3University of Sydney Archives www.usyd.edu.au/senate/chancellorspics4.shtml

Page 4: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

University governance in Australia

• Overall governing bodies (Councils) established by University enabling Acts

• Up to 22 members: ex officio: Vice-Chancellor (CEO), Chancellor (Chair)

and usually Chair of Academic (Faculty) Board/Senate

appointed: by Education Minister, other official on governing body recommendation, or the governing body itself

elected: by staff (academic and general), and students (undergraduate and postgraduate)

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Page 5: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

“Governance” and “management”Adoption of commercial corporate governance and management principles and practices emergence of VC as Chief Executive Officer separation of “governance” and

“management” action systems increased emphasis on the governance-

management boundary (although there remain many “grey areas”)

University Councils taking ownership of the “governance” role

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Page 6: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

The study• Project: Interpretive study of Council members’

construction of role; adaptive theory-building informed by cultural and social cognition approaches

• Data: Semi-structured interviews (36 initial and 23 follow-up) with Council members from all categories (ex officio, elected and appointed); observations of Council meetings; examination of selected Council documents

• Institutions: Seven universities in four jurisdictions; types include “sandstone”, regional, dual sector (VET and Higher Education) and “new” universities (amalgamations of former institutes of technology and colleges of advanced education)

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Page 7: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

An interpretive-symbolic perspective

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cultural artefacts(behavioural, physical,

verbal)+

shared meaning(s)

Symbols

values and norms

assumptions and beliefs

Page 8: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Diversity in Council: social groups

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Senior management group DVCs/PVCs/ COO/CFO

University GoverningBody

Closeness to VC and/or Chancellor; Gender; Alumni; Political sympathies

Experience/background

Expertise

Chancellor

Students Undergraduate Postgraduate

Internal constituencies

Academics

Staff

Vice-Chancellor

Academic elected

General elected

VET elected

Head of Academic Board

Internal members External members

Council appointment

Ministerial appointment

Council nomination

Page 9: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Findings – summary• A high level of consensus amongst Council members

that certain cultural features are necessary (but not necessarily sufficient) conditions for effective governance

• Three important influences on Council culture:• Chancellor behaviour• Vice-Chancellor behaviour• Chancellor-VC relationship

• Areas of consensus and diversity in member interpretations of these influences

• Desirable capabilities and practices for maintaining an enabling Council culture

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Page 10: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Positive (enabling) cultural features

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• Inclusiveness, respect, trust, openness, integrity, cohesiveness, common purpose, commitment

• Confidence in leadership and management (Chancellor and VC)

• Members’ expertise, experience, knowledge and commitment valued and leveraged

• Opportunity to express diverse views• Professional standards of behaviour • Consensus orientation• Questions welcomed and encouraged

Page 11: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Chancellor influence

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“Setting the tone”

Key mechanisms:

• Chairing Council meetings

• Managing Council machinery

• Fostering relationships and cooperation

• Establishment and maintenance of the governance-management boundary

• Relationship with the Vice-Chancellor

Page 12: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Vice-Chancellor influence

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Inspiring confidence and defining roles

Behaviours that:• define and build the Vice-Chancellor’s

relationship with Council• Demonstrate the Vice-Chancellor’s

competence, capability and integrity• Establish and maintain the governance-

management boundary• Demonstrate a constructive relationship with

the Chancellor

Page 13: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Chancellor-VC relationship

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The Council fulcrum

• Of central importance to the effective functioning of Council

• Symbolises and personifies the governance-management boundary

• Dynamic; dependent on • personalities • stage of VC’s “life cycle”• Chancellor’s familiarity with institution

Page 14: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Shared

Interpret-ations

Consensus on positive culture

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key artefactsChancellor, VC behaviours and relationship; rituals of

practice (meetings, retreats); information

(reports etc)

Symbols

values and norms respect, openness, inclusiveness, trust, service, commitment

assumptions/beliefs best practice is achieved through cooperation, partnership between Council and Executive, harnessing

of diverse perspectives in university interest

Chancellor and VC behaviours that align with shared values are viewed as positive. These behavioural artefacts symbolise the leaders’ commitment to the shared values.

Page 15: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Diverse interpretations of Chancellor and VC behaviour

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Variation is most evident in relation to • the nature of the governance-management boundary

and • the balance of power between Vice-Chancellor and

Council.

Different interpretations of behaviours largely corresponds to social identities defined by

• relationship to University (internal/external)• closeness to VC and/or Chancellor• governance and management expertise and related

experience in large organisations.

Page 16: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Closeness to VC and/or Chancellor

Diversity in Council: social groups

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Senior management group DVCs/PVCs/ COO/CFO

University GoverningBody

Closeness to VC and/or Chancellor; Gender; Alumni; Political sympathies

Experience/background

Expertise

Chancellor

Students Undergraduate Postgraduate

Internal constituencies

Academics

Staff

Vice-Chancellor

Academic elected

General elected

VET elected

Head of Academic Board

Internal members External members

Council appointment

Ministerial appointment

Council nomination

Page 17: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Examples

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• Provision of information

• Definition and defence of governance-management boundary

• Valuing member expertise

Page 18: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Examples

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• Provision of information

• Definition and defence of governance-management boundary

• Valuing member expertise

Page 19: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Examples

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• Provision of information

• Definition and defence of governance-management boundary

• Valuing member expertise

Page 20: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

“Tipping points”

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Combinations or accumulations of negative perceptions and circumstances may constitute a “tipping point”.

Circumstances under which tensions may escalate include:• concerns over University performance • imbalance in the Chancellor-VC relationship • loss of confidence in the VC• loss of trust• loss of confidence in the quality and completeness of

information provided to Council• internal disputes• changing external environment

Page 21: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Maintenance of positive, enabling Council culture

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A shared responsibility of Council members, but Chancellor and Vice-Chancellor have key roles and responsibilities:

• Awareness of diverse interpretations of behaviours and relationship, and the impact of these interpretations

• Acknowledging, valuing and leveraging diversity WHILE building cooperation and common purpose

• Aligning behaviours and relationship with shared values and norms of a governance-enabling culture

• Rather than defending or avoiding the governance-management boundary, using discussion of issues at the boundary to make meaning and increase understanding

Page 22: Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching

Questions and discussion

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