This article explores the role of senior managers in consolidating and interpreting new managerialism in higher education in Australia, South Africa and Portugal, and percep¬tions of potential effects on gender. The impact of managerialism on decision-making in Australia was increased centralization with the Vice Chancellor operating as a Chief Executive Ofﬁcer; in South Africa tension existed between collegial and managerial models evident in power struggles between Vice Chancellors and faculties, plus overt risk and strong political considerations; while in Portugal decision making remained collegial with Rectors seeing themselves as primus inter pares (ﬁrst among equals). The major ﬁnding was that while women as senior managers had an increased capacity to impact on decision-making in managerial universities, mainly related to ‘soft’ man¬agement skills, these were not valued in a competitive management culture strongly focused on research output. Thus managerialism presents a great challenge for women in senior management in higher education.
|Document Title:||Gender, power and managerialism in universities|
|Journal:||Journal of Higher Education Policy and Management|
|No. of Pages:||179-188|
|Document Type:||Journal Article (Peer Reviewed)|
|Keywords:||Gender, Management, Managerialism|
|Rights:||2011 Association for Tertiary Education Management and the LH Martin Institute for Higher Education Management|
|Date Added:||11 May 2012|