Academic Middle Managers Under the New Governance Regime at Austrian Universities -- The Changing Role of Academic Leadership in Australia and the Netherlands: Who Is the Modern Dean? -- Academic Middle Managers and Management in University Colleges and Universities in Belgium -- The Roles and Responsibilities of Middle Management (Chairs and Deans) in Canadian Universities -- Middle-Level University Managers in Italy: An Ambiguous Transition -- Presidents and Deans in French Universities: A Collective Approach to Academic Leadership -- From Democracy to Management-Oriented Leadership? The Manager-Academic in Norwegian Higher Education -- New Public Management and ‘Middle Management’: How Do Deans Influence Institutional Policies? -- UK Higher Education: Captured by New Managerialist Ideology? -- The New University: What It Portends for the Academic Profession and Their ‘Managers’ -- The Changing Nature of Academic Middle Management: A Framework for Analysis.

Known as either ‘soft’ or ‘hard’ ‘managerialism’, ‘new managerialism’ or ‘new public management’, this new narrative has, irrespective of moniker, permeated the institutions of higher education almost everywhere. Taking this as its context, this volume is founded on a comprehensive international comparative analysis of the evolving role of middle-level academic managers—deans, heads of department and their equivalents. The chapters address key questions that will determine the future of academe: have the imperatives of management theory caused a realignment of the values and expectations of middle-level academic managers? In what way do the new expectations placed on this group shape the academic profession as a whole? And, whose interests do middle-level academic managers represent? Based on material presented at one of the high-level Douro Seminars on research into tertiary education, this volume systematically combines theoretical views with empirical analysis. It argues that ‘managerialist’ pressure has resulted in changes in the way academic performance is measured. There has been a shift in criteria away from research reputation, teaching and scholarship to the measurement of performance based upon management capacities. This has given middle-level academic managers a pivotal role halfway between the predilections of high-level decision makers and the maintenance of academic values and control. The enhanced expectations and more defined functions of middle-level academic managers are in clear contrast to earlier times, when the position was considered a public-spirited rite of passage for career-minded academics. Despite this, the contributors to this book believe that the middle-level managers in the ten countries examined are neither corporate lackeys nor champions of academe. It is becoming increasingly clear that the ability of organisations to achieve their aims is largely dependent on the skill and dedication of middle managers. Past studies of organisational dynamics have been preoccupied with the executive level of management. This text, which will be of great interest to researchers and policy makers alike, attempts to redress the balance.