In the following, I describe how one can work with team spirit as a head of department. My account is based on concrete examples from my own tenure as head of department in a Danish university. Team spirit involves a focus on how to nurture a sense of belonging among faculty and staff in a university department. Going through a number of dimensions of managerial practice, I identify some of the tools that can be mobilized to help people make sense of and connect to the department as a collective entity. I also discuss some of the dilemmas and paradoxes involves in engaging actively in the creation of team spirit.
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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
