1. Chancellors and Vice-Chancellors University governors’ perceptions of relationships, leadership and cultural influence Cathy Rytmeister Learning and Teaching Centre Macquarie University Australia 1 EAIR Forum, Copenhagen. August 26, 2008

2. Outline 2 Background Member perceptions Governing body culture Chancellor influence Vice-Chancellor (VC) influence Chancellor-VC relationship Consensus and diversity: illustrative examples Maintaining an enabling governing body culture

3. Unique Australians… 3 University of Sydney Archives www.usyd.edu.au/senate/chancellorspics4.shtml

4. University governance in Australia Overall governing bodies (Councils) established by University enabling Acts Up to 22 members:  ex officio: Vice-Chancellor (CEO), Chancellor (Chair) and usually Chair of Academic (Faculty) Board/Senate  appointed: by Education Minister, other official on governing body recommendation, or the governing body itself  elected: by staff (academic and general), and students (undergraduate and postgraduate) 4

5. “Governance” and “management” Adoption of commercial corporate governance and management principles and practices  emergence of VC as Chief Executive Officer  separation of “governance” and “management” action systems  increased emphasis on the governance- management boundary (although there remain many “grey areas”)  University Councils taking ownership of the “governance” role 5

6. The study Project: Interpretive study of Council members’ construction of role; adaptive theory-building informed by cultural and social cognition approaches Data: Semi-structured interviews (36 initial and 23 follow-up) with Council members from all categories (ex officio, elected and appointed); observations of Council meetings; examination of selected Council documents Institutions: Seven universities in four jurisdictions; types include “sandstone”, regional, dual sector (VET and Higher Education) and “new” universities (amalgamations of former institutes of technology and colleges of advanced education) 6

7. An interpretive-symbolic perspective 7 cultural artefacts (behavioural, physical, verbal) + shared meaning(s) Symbol s values and norms assumptions and beliefs

8. Diversity in Council: social groups 8 Senior management group DVCs/PVCs/ COO/CFO University Governing Body Closeness to VC and/or Chancellor; Gender; Alumni; Political sympathies Experience/ background Expertise Chancellor Students Undergraduate Postgraduate Internal constituencies Academics Staff Vice- Chancellor Academic elected General elected VET elected Head of Academic Board Internal members External members Council appointment Ministerial appointment Council nomination

9. Findings – summary A high level of consensus amongst Council members that certain cultural features are necessary (but not necessarily sufficient) conditions for effective governance Three important influences on Council culture: Chancellor behaviour Vice-Chancellor behaviour Chancellor-VC relationship Areas of consensus and diversity in member interpretations of these influences Desirable capabilities and practices for maintaining an enabling Council culture 9

10. Positive (enabling) cultural features 10 Inclusiveness, respect, trust, openness, integrity, cohesiveness, common purpose, commitment Confidence in leadership and management (Chancellor and VC) Members’ expertise, experience, knowledge and commitment valued and leveraged Opportunity to express diverse views Professional standards of behaviour Consensus orientation Questions welcomed and encouraged

11. Chancellor influence 11 “Setting the tone” Key mechanisms: Chairing Council meetings Managing Council machinery Fostering relationships and cooperation Establishment and maintenance of the governance-management boundary Relationship with the Vice-Chancellor

12. Vice-Chancellor influence 12 Inspiring confidence and defining roles Behaviours that: define and build the Vice-Chancellor’s relationship with Council Demonstrate the Vice-Chancellor’s competence, capability and integrity Establish and maintain the governance- management boundary Demonstrate a constructive relationship with the Chancellor

13. Chancellor-VC relationship 13 The Council fulcrum Of central importance to the effective functioning of Council Symbolises and personifies the governance- management boundary Dynamic; dependent on personalities stage of VC’s “life cycle” Chancellor’s familiarity with institution

14. Shared Interpret- ations Consensus on positive culture 14 key artefacts Chancellor, VC behaviours and relationship; rituals of practice (meetings, retreats); information (reports etc) Symbol s values and norms respect, openness, inclusiveness, trust, service, commitment assumptions/beliefs best practice is achieved through cooperation, partnership between Council and Executive, harnessing of diverse perspectives in university interest Chancellor and VC behaviours that align with shared values are viewed as positive. These behavioural artefacts symbolise the leaders’ commitment to the shared values.

15. Diverse interpretations of Chancellor and VC behaviour 15 Variation is most evident in relation to the nature of the governance-management boundary and the balance of power between Vice-Chancellor and Council. Different interpretations of behaviours largely corresponds to social identities defined by relationship to University (internal/external) closeness to VC and/or Chancellor governance and management expertise and related experience in large organisations.

16. Closeness to VC and/or Chancellor Diversity in Council: social groups 16 Senior management group DVCs/PVCs/ COO/CFO University Governing Body Closeness to VC and/or Chancellor; Gender; Alumni; Political sympathies Experience/ background Expertise Chancellor Students Undergraduate Postgraduate Internal constituencies Academics Staff Vice- Chancellor Academic elected General elected VET elected Head of Academic Board Internal members External members Council appointment Ministerial appointment Council nomination

17. Examples 17 Provision of information Definition and defence of governance-management boundary Valuing member expertise

18. Examples 17 Provision of information Definition and defence of governance-management boundary Valuing member expertise

19. Examples 17 Provision of information Definition and defence of governance-management boundary Valuing member expertise

20. “Tipping points” 18 Combinations or accumulations of negative perceptions and circumstances may constitute a “tipping point”. Circumstances under which tensions may escalate include: concerns over University performance imbalance in the Chancellor-VC relationship loss of confidence in the VC loss of trust loss of confidence in the quality and completeness of information provided to Council internal disputes changing external environment

21. Maintenance of positive, enabling Council culture 19 A shared responsibility of Council members, but Chancellor and Vice-Chancellor have key roles and responsibilities: Awareness of diverse interpretations of behaviours and relationship, and the impact of these interpretations Acknowledging, valuing and leveraging diversity WHILE building cooperation and common purpose Aligning behaviours and relationship with shared values and norms of a governance-enabling culture Rather than defending or avoiding the governance- management boundary, using discussion of issues at the boundary to make meaning and increase understanding

22. Questions and discussion 20