This article takes the author’s personal experience of being a Head of Department in an English University, and frames this experience as a transition narrative. The format draws on the work of Sandra Acker, who framed her own experience as a Head of Department in Canada, in three areas. Utilising literature both on Higher Education Management and the emotions of leadership, the article proposes that a focus on both the personal affective side of leadership can help the nascent department Head understand more clearly how the personal and the political, policy frameworks intertwine. Finally, the article suggests that understanding one’s own leadership skills in a particular context is crucial to working with academic colleagues.
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- higher education/university
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