The introduction of staff development and appraisal schemes to universities in the United Kingdom has been, arguably, the most radical innovation of recent years. This paper analyses the implementation of a scheme at the University of Birmingham. The analysis focuses on the stakeholders and the decisive factors that were influential in effecting this innovation. The leadership demonstrated by the appraisers is highlighted as the most important factor that will determine the eventual success or otherwise of the scheme at Birmingham. The paper goes on to explore three perspectives on leadership—personal, functional, and situational—which suggest how appraisers can become more effective. The paper is directed, in particular, at middle managers (that is, heads of academic and of administrative departments) in institutions of higher education who have an immediate responsibility for providing leadership and implementing staff development and appraisal schemes in their own departments. © 1992, Taylor & Francis Group. All rights reserved.
CITATION STYLE
Rutherford, D. (1992). Appraisal in Action: A case study of innovation and leadership. Studies in Higher Education, 17(2), 201–210. https://doi.org/10.1080/03075079212331382667
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