OPINION: Adapting to the nuances of an academic environment is something many leaders new to the sector struggle with.
Have you been running a successful billion-dollar business and are now considering heading up a university?
While it is possible for a vice-chancellor to be appointed from the business community without formal academic background or experience in a university, such appointments are rare and controversial.
Comparable to the role fulfilled by the chief executive in the corporate world, the VC is tasked with guiding their institution’s overall operations, strategic vision and academic leadership.
It is reasonable to think someone who has successfully led a large business might be a good fit for a VC role.
After all, it is common for chief executives to transition across industries and leverage their leadership expertise, and for public service managers such as director generals to move between departments.
It follows that a proven track record of strategic thinking, effective management and visionary leadership in the business world could translate into effective leadership in the academic realm.
Consider, too, that VCs are expected to possess knowledge and experience beyond traditional academic roles, including media and crisis management, fundraising, industrial relations, financial management and governance.
Many experienced corporate leaders possess these skills, while universities are now considered ‘big business’ and should therefore seek business expertise in their leaders.
However, the transition from the corporate world to academia is full of challenges.
The academic environment is uniquely complex with its own set of expectations, values and stakeholder relationships, which can be vastly different from those in the business sector.
The culture within many universities is distinctively collegial and decentralised, often characterised by shared governance and significant input from both administrative and academic staff in decision-making processes.
This is a stark contrast to the top-down approach found in most corporate settings.
A VC from a business background might find it difficult to navigate this environment, where buy-in from a broad range of stakeholders is crucial for successfully implementing policies and strategic initiatives.
Universities also operate under a different set of performance metrics and success indicators.
While profitability and market share are paramount in the business world, academic success is measured through research output, quality of education and community impact.
Understanding these nuances is critical for effective leadership in academia.
The controversy surrounding business leader appointments stems from concerns about the commercialisation of education.
Critics argue that appointing business leaders could prioritise financial performance over educational quality and accessibility, potentially compromising the core values of academic institutions.
Those same detractors will also point out that academia is not the only field where institutions are likely to reject outsiders.
For instance, law firms typically prefer to appoint managing partners from within their own ranks rather than selecting individuals from unrelated professions. This approach ensures appointees have the necessary legal expertise and experience.
And the credibility of a VC within the academic community often hinges on their scholarly achievements and understanding of the academic mission.
A leader lacking an academic background might struggle to gain the respect and trust of faculties and students, which are essential for fostering a collaborative and motivated academic environment.
It is worth taking a quick look at the professional background of the VCs of Western Australia’s four public universities.
All four might best be described as career academics, given they had substantial experience in academic leadership prior to being appointed to their current posts.
Public universities must be managed in a business-like manner though they are not traditional businesses.
Their enterprise encompasses a broad range of educational and research activities, rather than a narrow focus on specific products and services, and they do not exist to seek profit for shareholders.
The success of a VC without a background in academia would depend on their ability to quickly learn and adapt to the academic environment, gain the trust and respect of the academic community, and effectively balance the institution’s educational mission with business-oriented strategies.
As the business of higher education evolves, so too will the criteria for its leaders to embrace a broader range of experiences necessary to meet the diverse challenges of modern universities.
It might include more VCs being appointed with little or no past experience in senior university leadership.
• Professor Gary Martin is chief executive officer of the Australian Institute of Management WA
