Leadership and Organisational Culture: Can the CEO and Senior Executive Teams in Bureaucratic Organisations Influence Organisational Culture?

Authors

Glenys Drew

DOI

10.58809/ISSS4983

Abstract

The pressure on higher education to embrace a change agenda to cope with an increasingly complex operating environment has been growing over recent years (Hanna, 2003; Pick, 2003). Hanna (2003) writes that “higher education institutions must change – and, indeed, are changing – to meet future needs,” (p. 26) and that they will need to address a number of strategic challenges as they “transform themselves to meet the demands of an increasingly complex and dynamic environment.” (p. 26) These changes may require embracing different ways of operating, forging new and different partnerships to attract funds and undertake research, and streamlining processes to cope with the increased monitoring and reporting requirements (Drew, 2006; Hanna, 2003; Ramsden, 1998; Shattock, 2003; Stiles, 2004).

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This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.

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Recommended Citation

Drew, Glenys (2009) "Leadership and Organisational Culture: Can the CEO and Senior Executive Teams in Bureaucratic Organisations Influence Organisational Culture?," Academic Leadership: The Online Journal: Vol. 7: Iss. 1, Article 20.
DOI: 10.58809/ISSS4983
Available at: https://scholars.fhsu.edu/alj/vol7/iss1/20