Abstract/Summary

Private higher education institutions in the UK have recently gained considerable prominence in the educational landscape due to increased marketisation, internationalisation, and associated competition within the sector. However, while there is a growing body of research into academic leadership within the public sector, very little is known about the experiences of managers working in private higher education institutions. The aim of this study is to address this knowledge gap by exploring the experiences and perceptions of academic managers in a private higher education institution in England. This study has undertaken a qualitative approach underpinned by a social constructivist perspective that focuses on the stories of 18 managers from a sample of senior, middle, and emerging managers. Life history interviews were undertaken with managers who all had a minimum of one year of experience at the institution. The data were analysed using thematic analysis based on the analytical framework of four interrelated concepts of academic career, organisational culture, professional identity and continued professional development. The study found that the managers had different continuing professional development (CPD) requirements, which required tailored training plans aligned to their management positions. The research found that ‘new managerialism’ was embedded at the heart of the institution, viewing activities through a commercial lens that were focused on operating efficiencies driving higher education decision making. Such an environment requires managers with a specific disposition, specifically individuals who can work in quickly changing, highly pressurised environments, and embracing entrepreneurial activity linked to student recruitment and retention. While not claiming to be generalisable, it is hoped that the implications of this research may be applied across similar institutions and contexts. The study found that of the 18 managers interviewed, 16 had not received any training connected with the duties of their role; therefore, managers were largely expected to learn on the job in a highly complex environment. Where training was provided, it was not tailored to individual needs or roles. The study found that training for managers required a focus on distinct requirements, and a ‘one size fits all’ development plan was not suitable. Management positions were taken up by entrepreneurial individuals, whose characteristics were strongly connected with the private institution’s organisational culture and leadership development programmes should be designed with this in mind.