How does one become the principal of a leading university like Glasgow? This research approaches the question through the lens of Selectorate Theory, a political science framework that reveals the power structures and decision-making patterns shaping leadership appointments.
Selectorate Theory argues that any leader—whether a prime minister or a university principal—must satisfy the interests of those who can grant or withdraw their authority: the selectorate. In the case of university leadership, this means that a principal’s policies and priorities will not necessarily reflect what is best for students or education, but rather reflect the need to secure and maintain the support of key stakeholders—such as governing bodies, donors, and influential faculty. Most principals rise through academia, but managerial competence and political skill matter more than research achievements for securing and maintaining the role.
By analyzing institutional records, conducting interviews, and comparing Glasgow’s selection process with those of similar institutions, this study identifies the key factors that determine who secures the position. The findings highlight the importance of strategic positioning, relationship management, and an understanding of governance structures.
Ultimately, this research examines how power, policy, and institutional culture shape university leadership—and what it really takes to reach the top.