CHANGE MANAGEMENT THROUGH THE LENS OF HIGHER EDUCATION

Purpose: This paper considers the implications for managers post change during the transitional period following university status. Examining the experience in the United Kingdom higher education system the article investigates change aspects of a number of institutions as they transformed their status, and deliberates how the emerging themes may be of use within Cyprus's higher education. Methodology: The analysis of primary data applying semi-structured interviews with senior managers in higher education institutions who have been active in educational reforms. The cases examined shared some characteristics that were both similar but also different. The study was to determine how change management decisions and facilitation techniques are embarked upon in the higher educational context. Findings: Based on the interviews a proposed model for managing change in higher education is presented, that considers that stewardship, substance and context that are interwoven and the underlying themes that emerged may indicate issues surrounding a deficiency in leadership. Originality: The main findings of the work consider the restoration of leadership through suitable change management actions and the merging of the activities concerned with vision, social responsibility and the use of appropriate channels of communication. Research Limitations: The institutions researched were within the UK and Cyprus and a wider European view may be worthy for future research. The research did not at this stage consider if there is potential for academic 'drift' in institutions that change their educational status. Practical Implications: The work has relevance for those educational institutions, who may have initiated change, those that are undertaking transitional change and others that may be considering a change of status within the sector.