Please use this identifier to cite or link to this item: http://bura.brunel.ac.uk/handle/2438/24271
Title: Hybrid Managers in Higher Education: Power, Identity and Challenges
Authors: Denney, F
Budjanovcanin, A
Keywords: Hybrid manager;Professional;Identity;Power
Issue Date: 26-Jul-2021
Publisher: Academy of Management
Citation: Budjanovcanin, A. and Denney, F. (2021) ‘Hybrid Managers in Higher Education: Power, Identity and Challenges’, Academy of Management Proceedings. Academy of Management. doi:10.5465/ambpp.2021.15145abstract.
Abstract: In higher education institutions, like in other professional bureaucracies and public organisations, the hybrid-manager role is the link between professionals and management and is responsible for helping deliver organisational strategy. Hybrid-managers are characterised by their straddling of the managerial and professional roles – deemed to face particular challenges associated with identity conflict. However, a more nuanced examination of their role and its enactment, that goes beyond identity conflict, has been called for – especially outside of the healthcare context. This paper reports the emerging findings of a pilot study on Heads of Department – a classic hybrid-manager role in UK universities. Drawing on in-depth interviews, the emerging findings highlight the different ways in which academic hybrid-managers navigate their two worlds – shunning or integrating them to varying extents - and the reasons for this. The findings also start to uncover the ways in which power is perceived in the role, with a view to better understanding how different types of academic hybrid-manager employ power for different ends – contributing to our understanding of the effectiveness of academic hybrid-managers and more widely, for improving the effectiveness of public organisations.
URI: http://bura.brunel.ac.uk/handle/2438/24271
DOI: https://doi.org/10.5465/AMBPP.2021.15145abstract
ISSN: 0065-0668
2151-6561
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