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This chapter provides an overview of the LEGACY project in the UK and its evaluation, focussing on the effectiveness of the different methodologies used for measuring learning gain. The overall impact of the project on participating institutions and the higher education sector as a whole, in terms of capacity building and developing communities of understanding, is also reviewed.

In the last five years, there has been an increased interest across the globe, and in the United Kingdom in particular, to define, conceptualise and measure learning gains. The concept of learning gains, briefly summarised as the improvement in knowledge, skills, work-readiness and personal development made by students during their time spent in higher education, has been hailed by some as an opportunity to measure ‘excellence’ in teaching. This chapter will review some of the common definitions and the methods employed in research on learning gains. Secondly, we will provide a critical evaluation of the computational aspects of learning gains (e.g., raw gain, normalised gain). Finally, we will critically reflect upon the lessons learnt and what is not yet known in terms of learning gains.

This chapter discusses the institutional contextual narratives provided as part of the evaluation of universities in the Teaching Excellence Framework (TEF) in England. The purpose of the TEF is to allow differentiation between higher education institutions on the basis of teaching quality, but the equality challenge unit has expressed reservations about the TEF’s ability to make sense of, or reflect, diverse student experiences of being taught. The authors follow the methodology of critical policy ethnography using higher education and government policy documents as a field of anthropological data and contend that, in order to understand large-scale transformations, such as the educational experience of students, the authors have to examine the ‘policy field’ and then locate more precise sites, in this case the TEF, for understanding the larger environment. The authors have systematically determined our search terms and used text-mining tools to search all the institutional narratives and obtain a broad ‘policy field’; we then select some key examples to analyse particular cases in more detail. This provides us with evidence from the statements to determine both how the perspective of students has been included in preparing the TEF contextual narratives and how diversity is being addressed.

The immediate financial and operational impacts of the COVID-19 pandemic on higher education have resulted in short-term responses focused on reducing costs. This has included decreasing the size of the permanent workforce, pausing senior executive pay and replacing face-to-face with online teaching. The impact of these changes on employees who provide education, research and student support has been significant. To enable higher education to respond effectively to future complexity requires a more strategic approach designed to build employees commitment. The extent of change requires a move away from the current control-oriented, individualist and hierarchical administrative management approach that characterises higher education, towards a more collaborative leadership approach. Based on a case study of Australian higher education, the chapter unpacks how, in combination, the elements of an ecological view of leadership, actioned through multiple double-loop feedback based on the six tenets of a distributed leadership approach, can underpin a collaborative leadership approach designed to build employee commitment.

Leadership in higher education has become of increasing importance as the size of the enterprise has grown, and this has naturally led to a growing research interest in the topic. Using systematic review methods, this chapter interrogates and synthesises the research literature on leadership in higher education in terms of its meanings, application and practice, and the issues and critiques raised. It concludes that research into leadership in higher education has been both extensive and global in nature, identifying a variety of understandings, practices and approaches adopted, and the continuing dominance of white men in senior leadership positions. There is clearly scope for more research on this topic, which could both emphasise different issues and give greater recognition to the particular nature of higher education and higher education institutions.

This chapter considers the reasons for appointing external leaders to higher education institutions, and how to support and retain them. Outsiders can bring a particular set of skills that can be valuable to modern higher education institutions and which are complementary to the skillsets of ‘expert’ academic leaders. The success of injecting ‘otherness’ into institutions is an active and ongoing process if the benefits sought after are to be realised. Three scenarios are given particular attention: being recruited from a different sector; being recruited to a higher education institution in another country and arriving in the sector having followed a very different career path. For each scenario, factors are identified that can enable a positive impact and contribution. Some of the unintentional and unforeseen barriers that can hamper such leaders having the desired impact are also identified.