Professor Stephanie Marshall is Director of Programme Development at the Leadership Foundation for Higher Education and was previously a Provost at the University of York, working in the Centre for Leadership and Management.

"The book lends itself to new administrators' study of strategic planning and implementing change. It might make a good preface for a change initiative at a campus." Education Review, Sarah Maben

• 1. Leading and Managing Strategic Change Section 1: Structured Frameworks for Leading and Managing Change 2. Management by Process and Facts 3. Conversational not Confrontational: A New Approach to Quality 4. Leadership and Strategy 5. Change at the Top: An Evaluation of Major Changes to Leadership, Management and Organisational Structures at Anglia Ruskin University 6. Developing Leaders: A Structured Approach to the Enhancement of Organisational and Individual Performance Section 2: Incentivised Approaches to Leading and Managing Change 7. Leading Change in Developing Research and Scholarship: The Case of a Teaching Intensive Institution 8. The Cultural Understanding in Leadership and Management (CULM) Project: Phase 1 9. Collaborative Research across HEIs: Developing Effective Forms of Governance, Leadership and Management 10. The Leadership Succession Challenge for Higher Education: A Pilot of Leadership Development Centres at Newcastle University Section 3: Capacity Building to Lead and Manage Change 11. Towards a Learning Organisation: Innovation in Professional Discourse 12. Embedding Equality and Diversity in the University 13. Developing and Embedding Global Perspectives Across the University 14. The Challenge of Strategic Leadership: Leading Cultural Change

Professor Stephanie Marshall is Director of Programme Development at the Leadership Foundation for Higher Education and was previously a Provost at the University of York, working in the Centre for Leadership and Management.

"The book lends itself to new administrators' study of strategic planning and implementing change. It might make a good preface for a change initiative at a campus." Education Review, Sarah Maben

• 1. Leading and Managing Strategic Change Section 1: Structured Frameworks for Leading and Managing Change 2. Management by Process and Facts 3. Conversational not Confrontational: A New Approach to Quality 4. Leadership and Strategy 5. Change at the Top: An Evaluation of Major Changes to Leadership, Management and Organisational Structures at Anglia Ruskin University 6. Developing Leaders: A Structured Approach to the Enhancement of Organisational and Individual Performance Section 2: Incentivised Approaches to Leading and Managing Change 7. Leading Change in Developing Research and Scholarship: The Case of a Teaching Intensive Institution 8. The Cultural Understanding in Leadership and Management (CULM) Project: Phase 1 9. Collaborative Research across HEIs: Developing Effective Forms of Governance, Leadership and Management 10. The Leadership Succession Challenge for Higher Education: A Pilot of Leadership Development Centres at Newcastle University Section 3: Capacity Building to Lead and Manage Change 11. Towards a Learning Organisation: Innovation in Professional Discourse 12. Embedding Equality and Diversity in the University 13. Developing and Embedding Global Perspectives Across the University 14. The Challenge of Strategic Leadership: Leading Cultural Change

Professor Stephanie Marshall is Director of Programme Development at the Leadership Foundation for Higher Education and was previously a Provost at the University of York, working in the Centre for Leadership and Management.

"The book lends itself to new administrators' study of strategic planning and implementing change. It might make a good preface for a change initiative at a campus." Education Review, Sarah Maben

• 1. Leading and Managing Strategic Change Section 1: Structured Frameworks for Leading and Managing Change 2. Management by Process and Facts 3. Conversational not Confrontational: A New Approach to Quality 4. Leadership and Strategy 5. Change at the Top: An Evaluation of Major Changes to Leadership, Management and Organisational Structures at Anglia Ruskin University 6. Developing Leaders: A Structured Approach to the Enhancement of Organisational and Individual Performance Section 2: Incentivised Approaches to Leading and Managing Change 7. Leading Change in Developing Research and Scholarship: The Case of a Teaching Intensive Institution 8. The Cultural Understanding in Leadership and Management (CULM) Project: Phase 1 9. Collaborative Research across HEIs: Developing Effective Forms of Governance, Leadership and Management 10. The Leadership Succession Challenge for Higher Education: A Pilot of Leadership Development Centres at Newcastle University Section 3: Capacity Building to Lead and Manage Change 11. Towards a Learning Organisation: Innovation in Professional Discourse 12. Embedding Equality and Diversity in the University 13. Developing and Embedding Global Perspectives Across the University 14. The Challenge of Strategic Leadership: Leading Cultural Change