You are:

Leading Department Banner 

Leading Departments


This programme is aimed specifically at Heads of Departments and Schools who have some experience in the role (either they will have been in the post for at least six months, often they will be returning to the post as part of a ‘revolving’ headship role, or they may have been ‘acting’ or ‘deputising’ in the role). It is simulation-based (there is little in the way of ‘chalk and talk’ that is done) and provides challenging reality-based sessions involving direct interaction between the participants and the simulation characters. It is challenging both because of the fast pace and the level of uncertainly about what happens next. The participants could be expected to gain an understanding of effective communication, emotional intelligence, influencing, prioritising, team-working and also to see themselves as others see them.

The role playing (although scary at times!) was a refreshing way to think through how you influence people. I have attended many courses where you immediately forget the learning you gained once you return to your busy job, however key learning points from this course have already had an impact on the way I engage with people.
Leading Departments 3 participant

Leading Departments: the open programme

The topical simulation is small-group based and involves analysing data and preparing a departmental strategy, dealing with day-to-day operational aspects of headship, inter-personal communication, competing priorities, performance management, giving feedback and a 360° feedback instrument. It is delivered by a facilitator, an actor-facilitator, and two additional actors. For each cohort the simulation activities and material are reviewed to ensure that it remains relevant and to ensure the best experience for all who attend.

The programme runs as two two-day modules approximately eight weeks apart; the 360° feedback process is completed in the intervening weeks. At the end of each half-day block (the simulation runs from lunchtime on day one to lunchtime on day two for each module) the actors (in character) give personal feedback each participant.

More detail about the open programme, its structure and when it is next available can be found at Leading Departments

The cost of attending the open programme is £3,015 for members with an optional £500 to add Programme Plus and £3,750 for non-members with an optional £615 to add Programme Plus.

Leading Departments: Bespoke Programme

The delivery of the Leading Departments open programme requires four facilitator/actors in total to deliver all the characters, the input and the feedback. The simulation is not scripted so significant rehearsal time is required and additional break-out rooms are required for each group participating as well as a plenary room, all of which can make the programme expensive to run in-house.

To make the bespoke programme more affordable we would offer the option of a streamlined version, utilising local presenters and so reducing the costs. It would run over three or four days, either a single day followed by a two-day module plus a final keystone day or three or four consecutive days. This would involve one LF facilitator on day one and four, then an actor-facilitator and two actors on days two and three, and require the support of a local facilitator to introduce the simulation on the two day module, and help with the observation and feedback. The final optional keystone day could include some action learning, or pull together the strands of the previous day, focus on the 360° or introduce some new material.

The benefits of this streamlined version is that participants get to experience half of the simulation and the day one and four delivery could be specially tailored to the needs of the institution/participants (provides a very different experience). The minimum number to run this programme successfully is 12 and the maximum number 18. It is not possible to run this programme without the actors as it is the interaction with live people that makes the experience so powerful and memorable.

For LF members the typical cost of the stream-lined version for 18 participants is £13,615 (excluding expenses), equating to £756 per participant or £189 per participant day. The detailed breakdown of these costs can be found in the Head of Department Programmes' Comparison. Non-member institutions should contact the consultancy team for the costs of an in-house Leading Departments programme. Participants can opt to add Programme Plus to their experience as required at the same cost as for the open programme, £500 for members and £615 for non-members.

Leading Departments - adding Programme Plus to the learning benefit

Leading Departments is one of a number of senior leadership development programmes whose participants are eligible to apply for Programme Plus, the Leadership Foundation fellowship scheme.

The Leadership Foundation Fellowship is our support for individual leaders in higher education. It is a straightforward way for you to turn the experience of a Leadership Foundation programme into tangible evidence of effective learning and continue to receive the nurture and inspiration that leaders need. Through continuing professional development and access to unique networking opportunities, the LF Fellowship scheme will provide that inspiration well beyond the lifetime of the initial programme. More information can be found at LF Fellowship

Contact to find out more.

Main Menu

  1. Home
  2. Consultancy
    1. Sector Wide Change
      1. Sector Wide Change Case Studies
        1. Evidence gathering
        2. Shared Services Review
    2. Institutional Transformation
      1. Governor Development and Governance Reviews
      2. Collaborations, Alliances and Mergers
      3. Working with Top Management Teams
      4. Evaluation and Impact
      5. In-house Change Academies
        1. Change Academy Case Studies
        2. Change Academy FAQs
      6. Institutional Transformation Case Studies
        1. New Model for Student Administration Services Review
        2. Supporting a student systems options review
        3. Strategic planning support
        4. Strategy Stocktake
    3. Teams and Individuals
      1. Teams and Individuals Case Studies
        1. Senior Leaders Succession Programme
        2. Academic Leaders Programme
        3. Leadership Development for Research Team Leaders
        4. Leading From the Front
      2. Coaching
        1. Executive Coaching
        2. Team Coaching
        3. Career Coaching Options
        4. Coaching Programmes
        5. Coaching Case Studies
      3. Unconscious Bias Workshops
    4. International Consultancy
      1. Bespoke (In-Country) Programmes
      2. International Partnership and Network Programmes
    5. Frequently Asked Questions
  3. Research
    1. Research and Innovation
      1. HE-context-and-landscape
      2. Global and cross-sector perspectives
      3. Culture, change and organisational development
      4. Governance, academic and financial risk
      5. Understanding leadership
      6. Equality, diversity and inclusion
      7. Identities, roles and careers
      8. Evolving organisational forms
      9. Developing leaders
    2. Research Hub
      1. Current Tenders
        1. SDP Call for Proposals 2019
        2. SDP Call for Proposals Development and Support for Women 2018
      2. Research in Progress
      3. 2018 Research
        1. Exploring the Impact of Coaching in Higher Education
      4. 2017 Research
        2. Talent Management: Learning Across Sectors
        3. Big data – disruptive, distracting or adding value?
        4. Encouraging disabled leaders in higher education: recognising hidden talents
      5. 2016 Research
        3. The purpose of professors: professionalism, pressures and performance
        4. Leading Technology-Enhanced Learning in Higher Education: Summary
      6. 2015 Research
        2. Developing and Sustaining Shared Leadership in Higher Education
        4. Religion in Britain: Challenges to Higher Education
        5. The Case for Growing STEMM Research Capacity in Wales
      7. 2014 Research
        1. Leading interdisciplinary Research transforming the academic landscape
        2. Exploring Student Leadership
        3. Gender and Higher Education Leadership
        4. Towards the family friendly university?
        8. Governance in a changing environment: literature review
        9. Governance in a changing environment: thought piece
        10. The governance of private higher education providers in the UK
        21. A Complexity Approach to Leadership Development: Developing Practical Judgement
      8. 2013 Research
        1. Humanities Research Leadership in Europe
        5. Devolution and Higher Education: What next?
        8. Leading interdisciplinarity: creating environments for success
        9. Using International Recruitment Agents: Risks and Regulation?
        10. Staffing Models and Institutional Flexibility
        11. Leading change in assessment and feedback
        12. Women and Higher Education Leadership: Absences and Aspirations
        13. Internationalising the curriculum: Design, delivery and depth
        14. Losing our Chains?
      9. 2012 Research
        1. What do we know about leadership in higher education?
        4. Disruptive Innovation and the higher education ecosystem post-2012
        7. Leadership for Improved Academic Enterprise
        8. Leadership and Innovation Lessons from Professional Services Firms
        10. Inequality and higher education: marketplace or social justice?
      10. 2011 Research
        2. A Review of Higher Education Collaborations Across Wales
        5. A guide to offshore staffing strategies for UK universities
        6. Leadership and Management of International Partnerships
        7. A Framework for Identifying Governing Body Effectiveness in Higher Education
      11. 2010 Research
        4. A Guide to Scenario Planning in Higher Education
      12. 2009 Research
        1. Baseline Study of Leadership Development in Higher Education 2009
        2. Diversity In Higher Education: Leadership Responsibilities and Challenges
        3. Mapping Leadership Development in Higher Education: A Global Study
        4. Departmental Leadership of Teaching in Research-Intensive Environments
        7. Effective Leadership in Higher Education
      13. 2008 Research
        3. The Characteristics, Roles and Selection of Vice-Chancellors
        4. Developing Collective Leadership in Higher Education
      14. 2007 Research
        1. Human Resource Management and University Performance
        3. Effective Leadership in Higher Education
        4. The Management of Academic Workloads
      15. Research Order Form
      16. Small Development Projects
        1. Small Development Projects 2019
        2. Small Development Projects 2018
        3. Small Development Projects 2017
        4. Small Development Projects 2016
        5. Small Development Projects 2015
        6. Small Development Projects 2014
        7. Small Development Projects 2013
        8. Small Development Projects 2012
        9. Small Development Projects 2011
        10. Small Development Projects 2010
        11. Small Development Projects 2008-09
        12. Advice from Previous SDP Leaders
      17. ITF Projects
        1. ITF-2016 Phase 3
        2. ITF 2014 Phase 2
        3. ITF 2012 Phase 1
        4. Case Studies
        5. What they say about the Innovation and Transformation Fund
    3. Publications Hub
      1. Research Leader's Impact Toolkit Publications
      2. Getting to Grips
      3. Let's Talk Value
      4. HELMs
        1. Leading higher education
        2. Motivating and developing leaders
        3. Leadership and work-life balance
        4. Governors' views of their institutions, leadership and governance
      5. Leadership Insights
      6. Management Development Resources
      7. Reports and Reviews
      8. ENGAGE Past Editions
        1. ENGAGE 38 - summer 2015
        2. ENGAGE 37 - spring 2015
        3. ENGAGE 36 - autumn 2014
        4. ENGAGE 35 - summer 2014
        5. ENGAGE 34 - spring 2014
        6. ENGAGE 33 - autumn 2013
        7. ENGAGE 32 - summer 2013
        8. Engage Unlimited
        9. Engage 2 Book Review
    4. Resource Hub
      1. Integrated Thinking & Reporting
        1. Information and resources
        2. Relevant Factors and Characteristics
        3. Let's talk value
      2. Diversity
        1. Strategy
        2. Key Leadership and Diversity Projects
        3. Equality Legislation
        4. Diversity Advisory Group
        5. Diversity talks
      3. Research Outcomes
        1. Research Leader's Impact Toolkit
        2. The Self Assessment Toolkit
      4. Changing the Learning Landscape
        1. Impact
        2. Partners
        3. Interactive Toolkit
      5. Organisational Development
        1. OD Mapping Project
      6. Case Studies
      7. LGM Fund Outcomes
      8. Succession Management
        1. What is it?
        2. Why do it?
        3. How it's done
        4. Tools
  4. Governance
    1. Governors
      1. Becoming a governor
      2. What is governance?
      3. Governor responsibilities
        1. Academic governance and quality
        2. Compliance and regulation
        3. Commercial operations
        4. International students and developments
        5. Risk management
        6. Students
        7. Strategic plans
        8. Monitoring performance
    2. Governing bodies
      1. Audit Committee
      2. Nominations committee
      3. Remuneration
      4. Employment
      5. Finance
      6. Estates
    3. Operating context
    4. Academic Governance
      1. Enablers
      2. Case Studies
        1. Arts University Bournemouth
        2. City University
        3. King's College London
        4. University of Leicester
        5. University of Salford
        6. University of the West of England
        7. Queen's University Belfast
        8. Ulster University
        9. Cardiff University
        10. University of South Wales
        11. University of Wales Trinity Saint David
        12. Mid-Kent College
        13. Newcastle College Group
        14. Belfast Metropolitan College
        15. Grwp NPTC
      3. New Governors
        1. New Governors - Key Terms
        2. New Governors - Key Organisations
        3. New Governors - Quality, Standards & Enhancements
        4. New Governors - Academic Assurance
        5. New Governors - Other Key Terms
      4. Practical Advice
      5. Have your say
    5. Resource bank
      1. Features
      2. Governance News
      3. Previous news alerts
        2. Is institutional autonomy under threat?
        3. Managing the board
        4. OECD Report suggests some higher education students lack basic skills
        5. Five issues for HEI governing bodies
        6. Whistleblowing and gagging clauses
        7. The failure of HBOS
        8. Financial forecasts for English HEIs
        9. Governance changes proposed in the HE Green paper
        10. FEHE SORP 2015 Donations & Endowments
        11. Board diversity - the Davis Review
        12. Information systems and cyber security
        14. FIFA and corporate governance
        15. Volkswagen
        16. Sustainability
        17. Review of governance at Plymouth University
        18. Equality and diversity and governing bodies
        19. A Changing Agenda
        20. Role and effectiveness of audit committees
        22. Governance issues at Tesco
        23. Student visas
        24. Governance at the Co-op
        25. HE funding - IFS report
        26. Removal of student number control
        27. Governance issues in the private sector
        28. Governance at the BBC
        29. Reforms to how higher education in England is regulated
        30. HBOS & London Met: case studies in governance
        31. New IPPR report on HE
        32. Moocs are coming
        33. Increasing diversity
        34. Kids Company
      4. Getting to grips
      5. Governance publications
      6. Useful websites
      7. Codes of governance
        1. CUC Code of Governance
        2. UK Corporate Governance Code
      8. Research on governance in higher education
      9. Book reviews
      10. HE facts
      11. Illustrative Practice Notes
      12. Roundtable notes
        1. Governance events notes
    6. Governance Briefing Notes
      1. 27. Governing bodies and culture
      2. 26. The new regulatory approach to HE in England
      4. 24. Benefits and impact
      5. 23. Competitive pressures
      6. 22. Corporate ethics and values
      7. 21. Personal ethics and values
      8. 20. Legal requirements and regulation
      9. 19. Estates
      10. 18. Finance
      11. 17. Employment
      12. 16. Remuneration
      13. 15. Nominations committee
      14. 14. Audit committee
      15. 13. The governance system and assessing effectiveness
      17. 11. Monitoring performance
      18. 10. Strategic plan
      19. 09. Students
      20. 08. Risk management
      21. 07. International students and collaborations
      22. 06. Commercial operations
      23. 05. Regulations and compliance
      24. 04. Academic governance and quality
      25. 03. The workings of a governing body
      26. 02. Governance and management
      27. 01. Becoming a governor
    7. Equality and Diversity Toolkit
      1. Overview
      2. Overseeing compliance
        1. The Equality Act 2010
        2. Governance Codes
        3. Overseeing E&D
        4. Reports Governors might use
        5. Case study: Bath
        6. Championing E&D
        7. Case study: ManMet
        8. Case study: Cardiff
      3. Competitive Advantage
        1. Competing in a global market
        2. Improving staff diversity
        3. Case study: Exeter
      4. Issues and Challenges
        1. Student inequalities
        2. Staff inequalities
        3. Assessing specific E&D issues
      5. Value
        1. Increasing focus
        2. Gender diversity data
        3. Improving diversity
        4. Case study 1: UWS
        5. Case study 2: UWS
      6. Questions and Resources
        1. Resources
    8. Board Diversification
    9. Self-Assessment Tool
    10. Governing Body Effectiveness
    11. Governor Dialogues
    12. Governance and Alternative Providers
  5. International
    1. International Engagement
    2. International Reference Group
    3. International Case Studies
  6. LF Fellowship
    1. Becoming an LF Fellow
    2. LF Fellowship FAQ's
    3. LF Fellow Directory
  7. The Prevent Agenda
    1. Prevent training materials e-learning module
  8. Bespoke Programmes
    1. Programmes for Head of Department
      1. Leading Departments
      2. Head of Department
      3. Introduction to Head of Department
    2. Leading Teaching Teams
    3. Essentials of Leading Change
    4. Building Strategic Capability
    5. Unlocking Potential Through Performance Management
    6. Cultural Intelligence
    7. Working with Others
      1. Case Study: University College Cork
For more information please contact

T: 020 3468 4838







Find out more about Membership


  • Membership benefits

    • a free consultancy day
    • exclusive access to research publications, development resources and funding opportunities
    • free regional events
    • funding for Staff Development Forum and MASHEIN activity
    • members’ mailing lists, newsletters and magazine
    • participation in our development networks


  • How to join



  • Membership benefits

    • More…

    • More…

    • More…

  • Get in touch


Pages in this section

You are:

Text size: A A A Print page:

Advance HE
Leadership, Governance and Management

Peer House, 8-14 Verulam Street
London WC1X 8LZ

T: 020 3468 4810     F: 020 3468 4811

Use of Cookies
