Stephanie Marshall is Chief Executive of the Higher Education Academy (HEA), UK.

Philip Martin‘…I have no doubt that you should go ahead with this proposal. It identifies a substantial gap in the market and centres on a role whose specificity is very clear, and clearly delineated for the future. It hits the mark in understanding the need to be a handbook (which the proposal quite rightly says ‘can be dipped into’) and a guide rather than a piece of homework that one feels obliged to read. This is a refreshing spirit in which to tackle the task, and I think it will produce an attractive, helpful and quite possibly essential text.’Peter McCaffrey London Metropolitan UniversityThe proposed book is well-organised and thoughtfully structured – past, present and forward-looking and covers a more extensive range than I was anticipating while drawing extensively on a very good range of important research sources. Its distinctiveness lies in – what’s different about the leadership of teaching and learning; academic leadership et al. It will also be an essential resource – equally important to be read in its own right or dipped into as required on an individual reader’s needs basis.Professor Sir Bob Burgess, Vice Chancellor, University of LeicesterThis proposal comes from an experienced author in the fields of leadership, management and teaching and learning in higher education. Stephanie Marshall also has the expertise, the networks and the key role in the HE sector to make this book a great success. She has worked for the Leadership Foundation and more recently as the CEO of the Higher Education Academy. From this position she is well acquainted with the issues and will be right up to date with the latest thinking.The author is right to aim this volume at top teams among whom there is a demand for assistance on key issues concerning teaching and learning. The fact that the book is designed as a handbook that can be dipped into or used for reference purposes is a real plus alongside being read from cover to cover.

• Foreword Introduction Section 1: A View From the Top 1. Drivers & change – SM 2. Governance and Leadership 3. Academic leadership – SM Section 2: The leadership and management perspective 4. Selecting and developing top leaders 5. Building and developing effective teams 6. Managing performance 7. Alumnae engagement Section 3: Engendering a change culture 8. Leading transitions 9. Leading across the sector Section 4: Looking to the future 10. Towards leadership careers 11. Future scenarios – thinking the unthinkable

Stephanie Marshall is Chief Executive of the Higher Education Academy (HEA), UK.

Philip Martin‘…I have no doubt that you should go ahead with this proposal. It identifies a substantial gap in the market and centres on a role whose specificity is very clear, and clearly delineated for the future. It hits the mark in understanding the need to be a handbook (which the proposal quite rightly says ‘can be dipped into’) and a guide rather than a piece of homework that one feels obliged to read. This is a refreshing spirit in which to tackle the task, and I think it will produce an attractive, helpful and quite possibly essential text.’Peter McCaffrey London Metropolitan UniversityThe proposed book is well-organised and thoughtfully structured – past, present and forward-looking and covers a more extensive range than I was anticipating while drawing extensively on a very good range of important research sources. Its distinctiveness lies in – what’s different about the leadership of teaching and learning; academic leadership et al. It will also be an essential resource – equally important to be read in its own right or dipped into as required on an individual reader’s needs basis.Professor Sir Bob Burgess, Vice Chancellor, University of LeicesterThis proposal comes from an experienced author in the fields of leadership, management and teaching and learning in higher education. Stephanie Marshall also has the expertise, the networks and the key role in the HE sector to make this book a great success. She has worked for the Leadership Foundation and more recently as the CEO of the Higher Education Academy. From this position she is well acquainted with the issues and will be right up to date with the latest thinking.The author is right to aim this volume at top teams among whom there is a demand for assistance on key issues concerning teaching and learning. The fact that the book is designed as a handbook that can be dipped into or used for reference purposes is a real plus alongside being read from cover to cover.

• Foreword Introduction Section 1: A View From the Top 1. Drivers & change – SM 2. Governance and Leadership 3. Academic leadership – SM Section 2: The leadership and management perspective 4. Selecting and developing top leaders 5. Building and developing effective teams 6. Managing performance 7. Alumnae engagement Section 3: Engendering a change culture 8. Leading transitions 9. Leading across the sector Section 4: Looking to the future 10. Towards leadership careers 11. Future scenarios – thinking the unthinkable

Stephanie Marshall is Chief Executive of the Higher Education Academy (HEA), UK.

Philip Martin‘…I have no doubt that you should go ahead with this proposal. It identifies a substantial gap in the market and centres on a role whose specificity is very clear, and clearly delineated for the future. It hits the mark in understanding the need to be a handbook (which the proposal quite rightly says ‘can be dipped into’) and a guide rather than a piece of homework that one feels obliged to read. This is a refreshing spirit in which to tackle the task, and I think it will produce an attractive, helpful and quite possibly essential text.’Peter McCaffrey London Metropolitan UniversityThe proposed book is well-organised and thoughtfully structured – past, present and forward-looking and covers a more extensive range than I was anticipating while drawing extensively on a very good range of important research sources. Its distinctiveness lies in – what’s different about the leadership of teaching and learning; academic leadership et al. It will also be an essential resource – equally important to be read in its own right or dipped into as required on an individual reader’s needs basis.Professor Sir Bob Burgess, Vice Chancellor, University of LeicesterThis proposal comes from an experienced author in the fields of leadership, management and teaching and learning in higher education. Stephanie Marshall also has the expertise, the networks and the key role in the HE sector to make this book a great success. She has worked for the Leadership Foundation and more recently as the CEO of the Higher Education Academy. From this position she is well acquainted with the issues and will be right up to date with the latest thinking.The author is right to aim this volume at top teams among whom there is a demand for assistance on key issues concerning teaching and learning. The fact that the book is designed as a handbook that can be dipped into or used for reference purposes is a real plus alongside being read from cover to cover.

• Foreword Introduction Section 1: A View From the Top 1. Drivers & change – SM 2. Governance and Leadership 3. Academic leadership – SM Section 2: The leadership and management perspective 4. Selecting and developing top leaders 5. Building and developing effective teams 6. Managing performance 7. Alumnae engagement Section 3: Engendering a change culture 8. Leading transitions 9. Leading across the sector Section 4: Looking to the future 10. Towards leadership careers 11. Future scenarios – thinking the unthinkable