How to Lead Academic Departments Successfully

Edited by Adam Lindgreen, Professor, Copenhagen Business School, Denmark and Extraordinary Professor, Gordon Institute of Business Science, University of Pretoria, South Africa, Alan Irwin, Professor, Department of Organization, Copenhagen Business School and Danish Centre for Studies in Research and Research Policy, Aarhus University, Flemming Poulfelt, Professor Emeritus and Thyra Uth Thomsen, Professor (WSR),Copenhagen Business School, Denmark

Contents:

Introduction to How to Lead Academic Departments Successfully xix

PART I CHALLENGES OF BEING AN ACADEMIC LEADER
1 On the particular challenges of managing professionals 3
Flemming Poulfelt
2 Relevant leadership: the dynamic equilibrium of managing and leading
academic departments 14
Rickie A. Moore
3 The role of academic leaders of a business school: an internal tensions
perspective 19
Matthew J. Robson

PART II TRANSFORMATIONAL AND PERFORMANCE LEADERSHIP
4 The head of department as the key transformational leader 29
Asbjørn Busk J. and Søren Barlebo Rasmussen
5 Leading with purpose: developing the first business school for public good 52
Martin Kitchener
6 Leading academic departments 68
Rob Goffee and Gareth Jones
7 Individual performance management: enabler or threat to academic
performance? 79
Andreas Werr and Katja Einola
8 Deploying systems thinking to create a ‘triple-crown’ business school 98
Michael C. Jackson OBE

PART III INCLUSIVITY, TEAM SPIRIT AND CAREER DEVELOPMENT
9 ‘Don’t think you can be everyone’s friend’: dealing with conflict in an
academic department 117
Alan Irwin
10 Smells like team spirit: a user’s guide for department heads 127
Peter Kjær
11 ‘Now you see it’: gender, inclusion and diversity 137
Maja Horst
12 Leading faculty as teachers 147
Hanne Andersen
13 Inclusive onboarding in academic departments 164
Daniel J. Petzer, Nicola S. Kleyn and Michele Ruiters

PART IV BUILDING, LEADING AND FUNDING RESEARCH GROUPS
14 Building research groups 182
Adam Lindgreen, C. Anthony Di Benedetto, Roderick J. Brodie and Peter Naudé
15 Dilemmas in university management: the case of Copenhagen Business School 211
Nanna Mik-Meyer
16 Pathways to external funding at departments: how to strengthen
a change of culture by empowerment, supportive organizing and leadership? 226
Enno Hofeldt

PART V COLLABORATION WITH OTHER DISCIPLINES AND
PRACTITIONERS
17 Collaborating with practitioners 246
C. Anthony Di Benedetto, Adam Lindgreen, Marianne Storgaard and
Ann Højbjerg Clarke
18 Leading academics in a public–private partnership: balancing value and
performance-based leadership in times of (climate) change 263
Morten W. Jeppesen
19 Undertaking cross-disciplinary research 275
Adam Lindgreen, C. Anthony Di Benedetto, Roderick J. Brodie and
Michel van der Borgh

PART VI LEADERSHIP IN DIFFERENT CONTEXTS
20 Framing business schools as a socio-technical system: issues around
complexity and emergence 285
Denis Fischbacher-Smith
21 Business school leadership in an era of change and uncertainty:
complex structures, executive education and accreditation 302
Kai Peters
22 Academic leadership: the Danish case 313
Jacob Kjær Eskildsen and Børge Obel

PART VII PERSONAL LEADERSHIP REFLECTIONS
23 Responsibilities of the department chair: lessons from the frontline 325
Thomas G. Cummings
24 How to lead an academic marketing department: some personal
observations and reflections 342
Gerrit van Bruggen
25 From head to dean: academic leadership 353
Peter Møllgaard

Index 370