‘Inspired and assisted’, or ‘berated and destroyed’? Research leadership, management and performativity in troubled times

Saltmarsh, Sue, Sutherland-Smith, Wendy and Randell-Moon, Holly 2011, ‘Inspired and assisted’, or ‘berated and destroyed’? Research leadership, management and performativity in troubled times, Ethics and education, vol. 6, no. 3, Special Issue: In search of the ethical university, pp. 293-306, doi: 10.1080/17449642.2011.632722.

Attached Files
Name Description MIMEType Size Downloads

Title ‘Inspired and assisted’, or ‘berated and destroyed’? Research leadership, management and performativity in troubled times
Author(s) Saltmarsh, Sue
Sutherland-Smith, WendyORCID iD for Sutherland-Smith, Wendy orcid.org/0000-0003-4589-9323
Randell-Moon, Holly
Journal name Ethics and education
Volume number 6
Issue number 3
Season Special Issue: In search of the ethical university
Start page 293
End page 306
Total pages 14
Publisher Routledge
Place of publication London, England
Publication date 2011-10
ISSN 1744-9650
Keyword(s) higher education
research culture
research performance
Summary Research leadership in Australian universities takes place against a backdrop of policy reforms concerned with measurement and comparison of institutional research performance. In particular, the Excellence in Research in Australian initiative undertaken by the Australian Research Council sets out to evaluate research quality in Australian universities, using a combination of expert review process, and assessment of performance against ‘quality indicators’. Benchmarking exercises of this sort continue to shape institutional policy and practice, with inevitable effects on the ways in which research leadership, mentoring and practice are played out within university faculties and departments. In an exploratory study that interviewed 32 Australian academics in universities in four Australian states, we asked participants, occupying formal or informal research leadership roles, to comment on their perceptions of research leadership as envisioned and enacted in their particular workplaces. We found a pervasive concern amongst participants that coalesced around binaries characterized in metaphoric terms of ‘carrots and whips’. Research leadership was seen by many as managerial in nature, and as such, largely tethered to instrumentalist notions of productivity and performativity, while research cultures were seen as languishing under the demoralizing weight of reward and punishment systems. Here, we consider what is at stake for the future of the academic workforce under such conditions, arguing that new models of visionary research leadership are urgently needed in the ‘troubled times’ of techno-bureaucratic university reforms.
Language eng
DOI 10.1080/17449642.2011.632722
Field of Research 130103 Higher Education
Socio Economic Objective 930401 Management and Leadership of Schools/Institutions
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2011, Taylor & Francis
Persistent URL http://hdl.handle.net/10536/DRO/DU:30031170

Connect to link resolver
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.

Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 18 times in TR Web of Science
Scopus Citation Count Cited 15 times in Scopus
Google Scholar Search Google Scholar
Access Statistics: 1010 Abstract Views, 33 File Downloads  -  Detailed Statistics
Created: Mon, 15 Nov 2010, 08:24:52 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.