This chapter takes the view that the successful leader of a business school is one who is able to comprehend and heed tensions across inevitable fault lines in their school and institution. The author takes the position of the dialectics view in explicating three specific fault lines that tend to appear in business schools: managerialism/ optimization versus entrepreneurialism/ creativity; the individual versus the collective; and research versus teaching. While some leaders evidently set out to rock the boat by bringing in extreme policies on these and other fault lines, the author argues that conflicting values should co-exist within an equilibrium orbit and maintaining this is the best for institutional stability and success. The chapter also explores how the leader can balance conflicting forces at the three identified fault lines.
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Front Matter
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Part I: Challenges of being an academic leader
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Part II: Transformational and performance leadership
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Part III: Inclusivity, team spirit and career development
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Part IV: Building, leading and funding research groups
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Part V: Collaboration with other disciplines and practitioners
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Part VI: Leadership in different contexts
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Part VII: Personal leadership reflections
