Leadership and strategy

Enough of the tiny sample sizes at institutional level – if we want to identify the issues that hold back careers, we need sector-wide figures and cooperation

John Womersley managed more than 50 nationalities on a €3 billion science project. Here, he reflects on the experience and gives tips on getting the most out of a diverse team

Authentic leadership involves being clear about one’s values but taking a step back to allow others the space to develop the scope of projects, says Harriet Dunbar-Morris

Terry Spraggett discusses the critical role of estate leads, the impact the construction industry can have and the approach that will drive success

University leaders must use their positions to develop citizens and communities that combat tyranny and facilitate democracy – hard work that is done on and off campus

Paul Baines talks through the pros and cons of being a dean, plus the skills you’ll need to display during the recruitment process to get there

While support is available for people with a disability in universities, this is not translating to senior leadership positions – to the detriment of individuals and the sector as a whole, say Paul Harpur and Brooke Szücs

For leadership to be effective, we need to understand our own limitations and listen to others to learn how to overcome them, say Sarah Jones and Alasdair Blair

Charles Egbu, vice-chancellor of Leeds Trinity University, reflects on five key lessons he learned while taking the helm during the pandemic

With huge change ahead, leaders must be brave and accept that the right decisions may not always deliver the best spreadsheet results, say Alasdair Blair and Sarah Jones