Uppsala University 欢 迎 到 乌 普 萨 拉 大 学

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2 Uppsala University 欢 迎 到 乌 普 萨 拉 大 学

3 Academic leadership some thoughts on mission, roles and challenges Eva Åkesson Vice-Chancellor Uppsala University

4 Uppsala University a world-leading university High-ranking in education, research and internationalisation Superbly equipped, purpose-designed campus areas Oldest university in the Nordic countries, with living cultural settings Eight Nobel Prizes Key collaborative partner for business and society Annual turnover 5,3 billion SEK (2/3 research)

5 A full-scale comprehensive university Pharmacy Arts Law Medicine Science and Technology Social Sciences Languages Theology Educational Sciences

6 Education in figures 40,000 undergraduate and postgraduate students 23,000 fulltime students 60 programmes for beginners and 50 master programmes, 2,000 single-subject courses 4,500 undergraduate and postgraduate degrees every year 2,300 doctoral students Life-long learning through continuing and mid-career education

7 Internationalisation Over 30 master programmes and nearly 300 separate courses in English Exchange agreements with nearly 500 foreign universities in 50 countries International research collaborations with more than 1,000 universities in the world

8 Research in figures 3,400 teachers and researchers 600 professors 23% women 4,000 academic publications per year 2,300 doctoral students 300 doctorates every year 50% of research is funded by external sources

9 Student life

10 Eva Åkesson background Professor of chemical physics femtochemistry, dissociation reactions, energy and electron transfer, solvation PhD Umeå University, Post doc University of Minnesota, USA Vicerector Lund University Pro vice-chancellor Lund Internationalisation, quality issues, strategic education planning, Bologna Vice-chancellor Uppsala University since 1 st January 2012

11 Appointment Appointed by a Government decision for a period of 6 years( +3 +3) on the basis of a proposal from the board of governors Before the board of governors submits its proposal, consultation shall take place with the teachers, other employees and students

12 Relation Goverment and rector Goverment makes appointment Salary Individual dialogues Institutional dialogues

13 Organisation UNIVERSITY BOARD VICE-CHANCELLOR Innovation University Administration Library Music and Museums Disciplinary Domain of Humanities and Social Sciences Disciplinary Domain of Medicine and Pharmacy Disciplinary Domain of Science and Technology FACULTIES FACULTIES FACULTY Theology Law Arts Languages Social Sciences Educational Sciences Medicine Pharmacy Science and Technology Academic Senate The Swedish Collegium for Advanced Study (SCAS) Departments Departments Departments

14 Board of governors/ University board The board of governors of a higher education institution shall supervise all of its operations and assume responsibility for the fulfilment of its mandate. The Government appoint the chair of the board of governors. The vice-chancellor (rector) is a member. Teachers (3) and students (3). The Government appoints other members of the board of governors (8 including chair) 15 members in total

15 Roles and responsibilities the vice-chancellor The Vice-Chancellor(rector) is the head of the University as a public authority. The Vice-chancellor is directly accountable to the board of governors to manage the operations of the university

16 Roles and responsibilities the vice-chancellor Director-general for a public authority Collegial and professional leadership Strategic leadership Not day-to-day operations Internal & external representation Regionally, nationally, internationally

17 Roles and responsibilities the deputy vice-chancellor Stand-in for the vice-chancellor Shared leadership (VC s side-kick) Local guide Portfolio: Quality assurance (research & education), innovation and collaboration

18 Management council Supporting and advising body for the Vice-Chancellor Consists of the vicechancellor, deputy vicechancellor, university director, vice-rectors as well as three student representatives Meetings every Monday

19 The chain of command The leadership responsibility follows a chain of command from vice-chancellor down to heads of departments, via vice-rectors and, when applicable, deans who are chairmen of respective faculty boards. Vice-chancellor Vice-rector Dean Head of department

20 National level Objectives Higher Education Act (Parliament) Higher Education Ordinance (Government) Annual appropriation directions (Government) Results HEI:s report back to the Government in their annual reports The Swedish National Audit Office conducts annual audits Quality Assurance by National Agency for Higher Education

21 Goals and strategies Uppsala University shall: Pursue research and education of the highest quality Play an active role in global society, promoting development and innovation Be far-sighted and open to change in all facets of its work Contribute to making our world a better place

22 From programme speech Internationalisation Continuous quality assessment Students are our future

23 SWOT meta-analysis Strengths Strong starting point Core activities Weaknesses Attitudes and cultures Environments and systems Opportunities Broaden views Use our strenghts improve on weaknesses Threats Insufficient ability to change Political direction

24 Strategic priorities Quality Internationalisation Infrastructure Human resources

25 Quality The quality work is based on a quality culture with continuous re-evaluation and renewal, driven by teachers, students and other staff. Quality-based distribution of resources KrUUt, Swedish National Agency for Higher Education, programme review and educational strategy analysis. Create opportunities for university-wide quality discussions Connecting the University s quality committee and quality work of faculties and departments.

26 Internationalisation Uppsala University shall strengthen its position as worldleading university. International collaboration as a means/ strategy to achieve higher quality in research and education. New phase of internationalisation From ad hoc, pioneering, to a strategic tool for development of the University. New roadmap this autumn. Prioritised regions/countries and networks EU (Research, EM action 1, 2 and 3) Project on tuition fees Developing second-cycle education

27 Infrastructure SciLife, MAX, ESS Register Library Housing Premises and places for study

28 Channelling human resources Recruiting keeping dismantling Post-doctoral employments International recruitment Competence development Attractive workplace Equal terms

29 Challenges Utilising the broad university Strengthening the interdisciplinary and university-wide work (without undermining the faculties collegial integrity or creating parallel structures) Strong counter-acting forces: Division into areas, faculties and departments. (esp. strong departmentalisation of disciplines) New arenas for collaboration, internally and externally

30 Future challenges Tuition fees, scholarships Continued internationalisation Infrastructure for research and education Freia, ESS, SciLife Buildings (32,000 sqm expansion) Living and accessible cultural heritage Student accommodation

31 Leadership Academic leadership Collegial leadership Knowledge-based leadership Authoritarian leadership Democratic leadership Personal leadership Relation-based leadership

32 Complexities of leadership Great leader (dynamic, visionary, innovator) or efficient boss (managing, working behind the scenes, making it work, creating prerequisites) Shape rather than make wise decisions (transparency, legitimacy) Create security (predictability, harbouring worries) Create development (stimulate, initiate, support/push)

33 Difficulties? Inexperience, always to start with Not all open arms initially Don t look over your shoulder Balance Prioritise time Prioritise tasks

34 Developed leadership Tone Clarity Patience Timing Stamina and impatience

35 Good leadership Trust and respect for co-workers and students Wanting to lead and to develop your leadership Enjoying it!

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