Culture and leadership

The Gillies Report was clear on the dominant nature of the most senior leadership in the University. This led to a hierarchical culture, characterised by hubris, the suppression of dissent, and fear of speaking out, resulting in an inability for staff to challenge constructively.

Rather than a separate activity, improving the University’s culture will be the result of everything outlined in this document, underpinned by organisational and structural reforms, and supported by robust systems and processes. Nevertheless, the Principal & Vice-Chancellor, members of the UEG, as well as the Chair of the Court, play significant roles in establishing a culture of transparency and accountability across the whole institution. This has informed the appointments to interim roles and will be essential when recruiting the permanent leaders in the future.

In 2023/24, we began some work on the development of a new University-wide leadership framework and in late 2024, a set of leadership principles was defined. In February 2025, the principles were formally launched to senior leaders. Progression with leadership development will be key to ensuring the leadership across the University is receptive to challenge considers a wide range of evidence and opinion, to support decision and moving forward collectively. 

Actions

In the short-term (0-6 months) we will: 

• Separate of roles of University Secretary and Chief Operating Officer. Recruitment to Interims roles has already taken place on this basis.
• Recruit and elect a permanent Chair of the Court with appropriate experience in governing large, complex organisations, particularly where transformation and change has been a key feature.
• Recruit new lay members of the Court who will draw on experience from diverse backgrounds, to include a balance of local stakeholder interest, experience in higher education, experience in digital transformation and financial skills and experience.
• Formalise a role of senior independent member of the Court.
• Improve the induction programme for the Court members in compliance with the standards outlined in the Scottish Code of Good Higher Education Governance 2023, to ensure an understanding of the role of trustees, and adherence to the Nolan Principles. This will include explicit training in the fiduciary responsibilities of charity trustees and the powers of the OSCR. In addition, induction will familiarise Court members with their duties in relation to the Financial Memorandum with SFC.
• Introduce a training and development programme for the Court members to improve awareness of higher education matters including finance.
• Introduce regular meetings between the Chair of the Court and UEG members individually and without the Principal present, to understand key concerns.
• Refresh and mainstream our work on leadership principles. 

In the medium term (6-12 months) we will: 

• Reinforce expected leadership behaviours through modelling, providing targeted training, which will include training in effectively and constructively challenging and in handling challenge effectively.
• Integrate behavioural expectations into performance reviews.
• Appoint a permanent University Secretary to build on the work of the Interims and establish a stronger support of good governance practices.
• Review and update the Public Interest Disclosure Policy (Whistleblowing) to ensure confidence in raising concerns.

In the longer term (12 – 18 months) we will:

• Appoint a permanent Principal & Vice-Chancellor with experience of transformation and change and with a people-focussed leadership style.
• Appoint a permanent Chief Financial Officer to build on the work of the Interims and ensure good financial governance practices.
• Appoint a permanent Chief Operating Officer to drive better operational processes and efficiency in the non-academic directorates.
• Initiate a whole-system approach to integrate the leadership principles and related behaviours into key people practices—such as leadership development, performance reviews, career progression, recruitment, and promotions.
• Develop a succession plan for key leadership roles in the organisation, which will include values based recruitment to senior roles. 

Ownership: University Secretary.  Director of People.