Balancing trust and technocracy? Leadership training in higher education

Abstract

Purpose

The purpose of this research is to analyse how participants in leadership training programs in higher education value and perceive their training process.

Design/methodology/approach

A stylized theoretical model is developed indicating that leadership training may be designed along a collegial‐managerial continuum. To study how participants placed themselves on this continuum, a questionnaire was distributed to participants in three different leadership training programs.

Findings

The study shows that leadership training programs are tools to modernize higher education without resulting in a rejection of inherent values and characteristics of the sector.

Originality/value

Leadership training programs need to be supplemented with broader organisational development activities and a more systematic follow‐up process after completion of the program.

Citation

Aasen, P. and Stensaker, B. (2007), "Balancing trust and technocracy? Leadership training in higher education", International Journal of Educational Management, Vol. 21 No. 5, pp. 371-383. https://doi.org/10.1108/09513540710760165