Introducing a new work model in institutions with a traditional culture such as academia is challenging.
The practice of job sharing represents an attractive proposition for aspiring senior university leaders seeking innovation and progress.
Despite its appeal, however, substantial hurdles hinder its widespread acceptance and implementation.
At its core, the job-sharing model proposes a radical restructure of work arrangements to allow two or more individuals to divide the responsibilities and rewards of a full-time position.
This approach has the potential to transform senior university leadership in a profound manner.
Specifically, people in senior roles such as vice-chancellors, provosts, senior deputy vice-chancellors, deputy vice-chancellors, chief operating officers, pro vice-chancellors, office directors, executive deans and deans stand to benefit from increased flexibility and inclusivity.
Job sharing not only paves the way for enhanced gender equality by addressing the underrepresentation of women in top-tier academic positions but also promotes a collaborative leadership style conducive to a healthier work-life balance.
But the integration of job sharing into the upper echelons of university leadership is laden with challenges.
The traditional work culture, particularly within academia, places a high premium on full-time commitment as a measure of dedication and capability, especially in leadership roles. This entrenched perspective presents a significant barrier to implementing job share arrangements.
The complexity inherent in high-level positions – significant responsibilities, decision making authority and the necessity for a unified vision – further exacerbates concerns regarding job sharing.
Scepticism abounds as to whether job-sharing arrangements, at the executive level, can maintain continuity, ensure consistent leadership and avoid potential conflicts in decision making.
One significant obstacle is the absence of established policy frameworks or precedents within the sector that support job sharing.
The lack of clear, successful examples of job sharing at this level leaves many universities wary of pioneering such models because they fear unforeseen challenges and risks.
This hesitation is compounded by doubts about the effectiveness of job-sharing arrangements in fulfilling the ambitious goals and objectives typical of leadership positions.
Concerns frequently centre around the potential for communication breakdowns, misalignment of the vision, and challenges in representing the institution effectively in external engagements.
Financial and administrative hurdles associated with job sharing also cannot be ignored.
The perception of administrative burden arises from the need to modify human resources policies and the complexities of managing payroll and financial benefits for shared positions.
Financial apprehensions also loom large, fuelled by fears of overlapping duties and the possible requirement for additional support staff, which could inflate costs.
Realising the benefits of job sharing in senior university leadership demands a significant shift in mindset among all stakeholders.
Members of governing bodies and faculties, as well as administrative staff, must be willing to deviate from entrenched practices and consider the advantages of a more flexible, inclusive and collaborative leadership model.
Strategies to overcome these barriers include developing clear policy frameworks, providing case studies of successful job sharing in similar roles, and ensuring transparent communication and alignment of goals among job-sharing partners.
Universities might also turn to developments in job sharing outside their sector.
Across various industries, job sharing at a senior level is gaining traction as organisations recognise the model’s value in today’s workplace.
Businesses are increasingly implementing job-sharing models for executive roles, driven by the need to adapt to changing work preferences, along with the recognition that shared leadership can be effective.
Positive examples from the business community should serve as valuable precedents for universities, offering insights into the practicalities of job sharing from recruitment and role division to performance assessment and communication strategies.
By drawing on the experiences and lessons learned from the wider job-sharing community, universities can develop more robust strategies to overcome the specific challenges they face.
Job sharing presents a forward-thinking approach to senior university leadership, promising increased flexibility, inclusivity and a proactive stance on gender equality.
Realising its full potential requires all stakeholders to overcome substantial cultural, structural and administrative barriers.
Through concerted effort, open-mindedness and strategic planning, the challenges to job sharing’s implementation can be addressed to pave the way for a more dynamic and adaptable leadership model in Australian universities.
The sector will know it is on the path to success when Australia’s first co-vice-chancellors are appointed.
• Professor Gary Martin is chief executive officer of the Australian Institute of Management WA
