| Summary: | Many HE Institutions are currently transforming their processes and programmes in response to global and local demands. Leaders in higher education play a significant role in managing such external and internal pressures of change. HE leadership is considered to be under-researched, in comparison with the extensive amount of studies on leadership in general. This study focuses on leaders' behavioural roles in the context of strategic decision making, using the neo-charismatic theory as a framework. The theory encompasses seven leadership behavioural roles for transforming institutions in three consecutive stages: (1) The search for opportunity, (2) formulating a shared vision, and (3) devising the means to achieving the vision. A qualitative two case study approach is used which involves three leaders of HEls in the United Kingdom and three types of strategic decisions, (1) location and reorganisation; (2) input in the form of buildings and funds; and (3) boundaries. Two main methods are used in this research: document analysis and critical incidents interviews. Data analysis revealed a set of recurring behavioural roles and this was compared across two cases. The findings of the study suggest that the neo-charismatic model (NCM) is a highly relevant construct for effective leadership in HE. Moreover, it emphasises an ethical dimension that influenced how leaders took decisions and reacted to the context. Finally, leaders were able to influence the context when behaving in a neo-charismatic way.
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