Paul Gentle is Director of Programmes at the Leadership Foundation for Higher Education, UK. He is also Programme Director for the Top Management Programme.Dawn Forman is an adjunct professor at Curtin University and Auckland University of Technology and visiting professor at Chichester and Derby University, UK. She has published five books, 10 chapters and over 50 articles in peer-reviewed journals.

• Introduction Chapter 1. Universities and Individualism 1.1 Academic and leadership identities 1.2 The moral purposes of universities 1.3 The corporate agenda Chapter 2. Towards the Learning Oraganization? 2.1 Collective commitment 2.2 Enablers and barriers Chapter 3 Catalysts for collaborative working 3.1 Learning conversations 3.2 Action learning 3.3 Collaborating for educational impact 3.4 Professional learning communities Chapter 4. Emotionally-intelligent organizational cultures 4.1 Applying emotional intelligence 4.2 Reconceptualizing meetings 4.3 Showing empathy and consideration 4.4 Mastering self-regulation Chapter 5. "When do we get feedback?" 5.1 Intrinsic feedback 5.2 Learning from feedback approaches 5.3 Coaching conversations Chapter 6. Working in Partnerships--Higher Education and Public Value 6.1 Influencing challenges 6.2 Building partnerships and collaborations 6.3 Public value Chapter 7. Systemic Action in Universities 7.1 Cultures of innovation 7.2 Sustainable practices 7.3 Ways forward for the sector

Paul Gentle is Director of Programmes at the Leadership Foundation for Higher Education, UK. He is also Programme Director for the Top Management Programme.Dawn Forman is an adjunct professor at Curtin University and Auckland University of Technology and visiting professor at Chichester and Derby University, UK. She has published five books, 10 chapters and over 50 articles in peer-reviewed journals.

• Introduction Chapter 1. Universities and Individualism 1.1 Academic and leadership identities 1.2 The moral purposes of universities 1.3 The corporate agenda Chapter 2. Towards the Learning Oraganization? 2.1 Collective commitment 2.2 Enablers and barriers Chapter 3 Catalysts for collaborative working 3.1 Learning conversations 3.2 Action learning 3.3 Collaborating for educational impact 3.4 Professional learning communities Chapter 4. Emotionally-intelligent organizational cultures 4.1 Applying emotional intelligence 4.2 Reconceptualizing meetings 4.3 Showing empathy and consideration 4.4 Mastering self-regulation Chapter 5. "When do we get feedback?" 5.1 Intrinsic feedback 5.2 Learning from feedback approaches 5.3 Coaching conversations Chapter 6. Working in Partnerships--Higher Education and Public Value 6.1 Influencing challenges 6.2 Building partnerships and collaborations 6.3 Public value Chapter 7. Systemic Action in Universities 7.1 Cultures of innovation 7.2 Sustainable practices 7.3 Ways forward for the sector

Paul Gentle is Director of Programmes at the Leadership Foundation for Higher Education, UK. He is also Programme Director for the Top Management Programme.Dawn Forman is an adjunct professor at Curtin University and Auckland University of Technology and visiting professor at Chichester and Derby University, UK. She has published five books, 10 chapters and over 50 articles in peer-reviewed journals.

• Introduction Chapter 1. Universities and Individualism 1.1 Academic and leadership identities 1.2 The moral purposes of universities 1.3 The corporate agenda Chapter 2. Towards the Learning Oraganization? 2.1 Collective commitment 2.2 Enablers and barriers Chapter 3 Catalysts for collaborative working 3.1 Learning conversations 3.2 Action learning 3.3 Collaborating for educational impact 3.4 Professional learning communities Chapter 4. Emotionally-intelligent organizational cultures 4.1 Applying emotional intelligence 4.2 Reconceptualizing meetings 4.3 Showing empathy and consideration 4.4 Mastering self-regulation Chapter 5. "When do we get feedback?" 5.1 Intrinsic feedback 5.2 Learning from feedback approaches 5.3 Coaching conversations Chapter 6. Working in Partnerships--Higher Education and Public Value 6.1 Influencing challenges 6.2 Building partnerships and collaborations 6.3 Public value Chapter 7. Systemic Action in Universities 7.1 Cultures of innovation 7.2 Sustainable practices 7.3 Ways forward for the sector