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Title: The accountability of higher education institutional leaders
Author: Quigley, S. A. J.
ISNI:       0000 0004 7229 8491
Awarding Body: UCL (University College London)
Current Institution: University College London (University of London)
Date of Award: 2016
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This thesis addresses the research question ‘What are the accountability responsibilities and obligations for higher education institutional leaders? In this process, three tensions were identified for those leaders: first, the balancing of accountability responsibilities and obligations in the decision-making process; second, how stakeholders affect the balance between obligations and responsibilities; and third, how decisions based upon the balance between obligations and responsibilities have been affected by different stakeholders which then affect the stakeholders in turn. It was argued from evidence provided by twelve institutional leaders from eight institutions that policy changes affecting institutional funding and financial maintenance can lead institutional leaders, in response to both policy drivers and their accountability, to take institutional action through their agency that can lead to challenges to the academic identity of the staff working in their institutions. A theoretical framework drawing upon theories related to structure and agency was used as a lens to understand responses to questions relating to managerialism, new managerialism, new public management, accountability and academic identity. Halstead’s models of Accountability were used to analyse several reasons for accountability that were identified through this research. Those reasons for accountability were identified as being mostly legal, professional and moral, with both internal and external social dimensions. A typology of higher education institutional leaders was developed so as to better understand the relationship between leaders and their stakeholders. The two key findings were: the accountability of institutional leaders over time contributes to the construction and reconstruction of the academic identity of their academic staff; and how the accountability of institutional leaders is manifested and how that accountability affects the academic identity of their staff is dependent upon the political, institutional and personal contexts of those institutional leaders.
Supervisor: Scott, D. Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available