Leadership Development for Organizational Change in a New U.K. University

Abstract

The problem and the solution. This article reports on the findings of a case study of an organizational development intervention within a new university in the United Kingdom. Previous research into the leadership of higher education has highlighted a number of apparently inevitable tensions. The findings of the case study uncovered a number of complex and interrelated tensions. The article concludes by discussing the implications of these tensions for organization development and human resource practitioners, theorists, and consultants.

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