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Executive power and scaled-up gender subtexts in Australian entrepreneurial universities

Version 2 2024-06-03, 07:48
Version 1 2015-07-17, 12:49
journal contribution
posted on 2024-06-03, 07:48 authored by Jillian BlackmoreJillian Blackmore, N Sawers
Deputy Vice Chancellor and Pro Vice Chancellor positions have proliferated in response to the global, corporatised university landscape [Scott, G., S. Bell, H. Coates, and L. Grebennikov. 2010. “Australian Higher Education Leaders in Times of Change: The Role of Pro Vice Chancellor and Deputy Vice Chancellor.” Journal of Higher Education Policy and Management 32 (4): 401–418]. Senior leadership is the sphere where academic and management identities are negotiated and values around the role of the university are decided. This paper examines the changing and gendered nature of the senior leadership setting and its implications for diversity in and of university leadership. The analysis draws from a three-year empirical study funded by the Australian Research Council on leadership in Australian universities. It focuses on executive leaders in three universities – one which is research-intensive, the second, in a regional site, and the third, university of technology. The article argues that the university landscape and its management systems are being restructured in gendered ways. It utilises the notion of organisational gender subtexts to make explicit how gender works through structural and cultural reform.

History

Journal

Gender and education

Volume

27

Pagination

320-337

Location

Oxford, Eng.

ISSN

1360-0516

Language

eng

Publication classification

C1 Refereed article in a scholarly journal, C Journal article

Copyright notice

2015, Taylor & Francis

Issue

3

Publisher

Routledge