This paper discusses the remarkable progress made by a UK business school between 1999 and 2011. The story is told from the point of view of the first dean and takes the reader from the foundation of the school to the end of the tenure of that dean. By 2011, the school had 165 staff, 3,500 students, and a turnover of £28 million per annum. It had an excellent reputation for teaching, research, and reach-out, and had gained accreditation from the three main business school accrediting bodies - placing it in the top 1% of business schools worldwide. The role played by systems thinking, particularly ‘critical systems thinking’, in helping to bring about this success is described.
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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
