New leader, new culture, “old” university

Argues that changes in education policy over the last decade‐and‐a‐half have moved some of the most traditionalist organizations in the UK, the “old” universities into a totally alien environment. The numbers of universities has nearly doubled, competition is encouraged through external audit and league tables, resourcing has been cut, while the student numbers have grown; and the twin concepts of “business” and “management” have entered their vocabulary. Asks whether, in a period of such accelerating change, the leadership styles in the old universities have changed to accommodate the new managerial culture. Gives a case example of the changing management and organizational development at the University of Nottingham to provide an example of the new style of higher education leadership.