Since COVID-19, global higher education sector has changed
dramatically in the past few months and universities are, arguably,
facing unprecedented challenges as a result of the coronavirus
pandemic. Many are struggling to navigate this crisis while
maintaining high-quality course delivery, ensuring strong student
recruitment numbers and providing clear communication to staff and
students. Issues have emerged at an exponential rate and challenges
such as the contradictions of globalization, power, environmental
crisis, crisis of democracies and welfare systems, technological
development, poverty and rampant inequality, crisis of
international institutions, crisis of values, each day a new fear
emerges as a new reality dawns. Coping with the pandemic has been
particularly difficult for universities because they serve a number
of different, albeit overlapping, functions. In the first instance,
they are educational institutions, where students learn and where
staff teach, conduct research and carry out commercial activities.
They are also major employers and important drivers of local and
regional economies. Finally, some service hospitals, placing them
at the forefront of the local healthcare system. The aim of this
book is to critically reflect on the challenges that higher
education and the higher education sector has faced during the
pandemic, and the associated projected socio-economic impact yet to
be felt, how different universities have addressed the challenges
and learn from what has worked and not worked and speculate what
future implications exist for the vision of a new higher education
sector in a changing world. A second aim of the book is to look
forward and examine how the higher education sector might transform
itself to ensure it is more capable of dealing with similar
challenges in the future. With challenges there are generally new
opportunities, and the book also aims to explore these
opportunities and how they might be realised. Leadership is a key
theme running through the book examining how university leaders,
and policy makers, have dealt with the pandemic and associated
socio-economic impact, how robust has been crisis management
planning, what has been learned, what competencies, management
tools, strategic skills are required for future university leaders
and what needs to change in universities to be more agile in the
future. The target audience for this edited book is broad, ranging
from policymakers, leaders, governors and senior decision makers in
higher education to, more generally, researchers and scholars, as
well as policy makers, in higher education to learn from the
different approaches taken by university leaders, including
influencers and visionaries in Higher Education, to cope with the
coronavirus pandemic and the opportunities that have arisen to
transform and reshape different aspects of higher education through
this perfect storm of unprecedented change. Through a combination
of experiential and theoretical pieces, the novice reader will
benefit from expert knowledge and learn from the experiences of
both higher education leaders, researchers and practitioners.
Experts will stand to gain from reading the book to stay abreast
with the latest developments and trends, and to obtain exposure to
diverse perspectives and approaches to handling the coronavirus
across a range of local, regional, national, and international
settings.
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