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Abstract
This article is based on recent Ph.D research. The practices for appointing Vice Chancellors (VC's) in Australian Universities were examined, together with the changing role of the VC and new demographic patterns in VC backgrounds. A number of other issues were also examined, including the training and preparation of VC's, mentoring and the changing skill base required to be effective in the role. In addition, the paradox was investigated of appointing academics from the ranks of individuals with non-business backgrounds, to run large enterprises which are being compelled to adopt an increasingly business-oriented focus.
The methodology employed involved the use of a survey instrument administered to present and former VC's, Chancellors and members of selection panels, supplemented by interviews. Representatives of the Australian Vice Chancellors Committee (AVCC) and consultants operating in the academic field were also interviewed. In addition, extensive use was made of public domain material.
The research was mainly qualitative in nature. However, use was also made of descriptive statistics to provide an insight into how higher education in Australia is changing and to analyse survey findings.
Some key results of the research are reported, including the importance of informal processes such as networking in the selection of VC's, the key role played by Chancellors, and the continued practice of appointing VC's from within academia rather than the private sector. This is in spite of evidence that the role of the VC has changed to one of strategic planner and business manager rather than the more traditional role, in the context of a rapidly changing external environment. Suggestions are also made for ongoing research in the area.
Introduction
The role and functions of the Vice Chancellor (VC) in Australian universities has been the subject of much debate and analysis, as discussed below. However, surprisingly little attention has been given to the ways in which VC's are recruited and selected. The research presented in this study attempts to fill that gap by applying recruitment and selection theory to the role of the Australian Vice-Chancellor. It therefore addresses a critical issue for Universities and the Higher Education system at a time of great change in the system.
In 1997, the Higher Education (HE) system was comprised of 43 institutions, of which 39 were...