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Managing quite well
Winners of the ATEM / Campus Review awards talk about what drives their success.
There were 10 prizes on offer at the fourth-annual Association for Tertiary Education Management / Campus Review awards, which recognise best practice in tertiary education management. Paul Abela, ATEM executive director, says the annual awards night is an opportunity to recognise the hard work of people in higher education management.
“ For years, we feel, the professional staff member has been said to be second rate to the academic colleagues, but in fact they are just as innovative, just as brilliant,” he says.“ The management of universities, the way that universities are conducted and the brilliance of some of our people is important because it is the way the university sector or the tertiary education system moves forward – through good, innovative management.”
Here, three winners speak to Campus Review.
THE LH MARTIN INSTITUTE AWARD FOR EXCELLENCE IN LEADERSHIP WINNER: DR STEPHEN WELLER, CHIEF OPERATING OFFICER AND DEPUTY VICE-CHANCELLOR ADMINISTRATION AT AUSTRALIAN CATHOLIC UNIVERSITY
CR: What sets you apart from other leaders in this field? SW: [ There are two ways I would describe my leadership style ]. One is very much taking a focus on those you are leading rather than the process of being a leader. My approach to leadership is very much focused on those who are being led.
The other [ way I’ d describe my style ] is a strong approach to empowerment. If I empower others to do the job they do in the best way possible, then that’ s me being successful at leadership.
Who has influenced your leadership style? I wouldn’ t say a single person. I think much of leadership is situational. It’ s not about picking somebody at the top of a level and saying this is who I aspire to and I am going to be like them.
You collect behaviours, styles, techniques from particular people. Obviously, in my mind I could [ say ],‘ Well, I learnt this from this person or I saw that from this person’, but for me it’ s situational – so the institution you are in at the time, the issues you are facing.
What advice or tips would you offer others in similar positions in your field? Be true to yourself as a leader, don’ t try to be the leader you think others want you to be. And if you are not enjoying it, don’ t do it. There is a whole debate about whether leaders are born or made and I am not particularly interested in that. If you don’ t enjoy being a leader, don’ t do it. I might find many aspects of my job challenging and stressful but I enjoy leadership and you thrive when you are enjoying what you are doing – no matter the adversity of the situation. Leadership isn’ t for everybody. Some people prefer to do different things, some people prefer to have a different focus. As a leader, you are dealing with human behaviour. That’ s the richness of it but that’ s also the challenge of it.
You said you enjoy leadership. What aspects do you enjoy the most? Motivating others to do the best they can do.
Photographer: Nick Cunzolo
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