Management and leadership have become increasingly important issues
in academic context and in educational organizations. This is
reflected in the growing branch of literature dealing with the
topic. Many books, papers and studies on academic leadership treat
academic institutions as rather homogenous entities. Although it is
commonly accepted that there is no one best way to lead -- good
leadership depends on context and on culture -- little attention
has been paid to academic leadership in the contexts of different
disciplinary or departmental cultures.
The book focuses on four distinct disciplines (history,
sociology, biology and physics). The material is based on 56
in-depth, semi-structured interviews with scholars in eight
departments representing these disciplines. Leadership histories
and cultures of the academic departments form the basis of the case
studies analyzed in this study. The case studies demonstrate how
diverse value-orientations and perspectives inherent in the
cultures of the disciplines and specialisms, and local cultural
processes in the departments, together direct and affect academic
leadership. Academic leaders may affect these processes, but a
strong local culture may considerably frame the expectations
connected to leadership. The book highlights how leadership
practices and preferences concerning leadership can vary
considerably in different disciplinary, departmental and historical
contexts. Leaders and managers in universities and other
educational organizations will benefit from the resulting insight
and understanding of cultural and social dynamics in the units and
departments they are leading.
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