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Level 4 Faculty management / Board

Last updated on 9 November 2022
"From strategic management to executive management"

At VU, we distinguish 4 levels of leadership within the management framework. 

  1. Level 1 Operational management
  2. Level 2 Tactical management
  3. Level 3 Strategic management
  4. Level 4 Faculty management / Board

Each level assumes specific duties and responsibilities in the following managerial task areas: People Management, Financial Management, Process Management and Strategic Management. Not everyone grows to the highest level, but it is helpful to know which tasks are important at which level and how we divide responsibilities. 

The fourth level of leadership is Level 4 Faculty management / Board. Characteristic of this level is: "From strategic management to executive management."

Responsibilities

  • Direct and indirect managerial role for strategic management 
  • Responsible for all aspects of the unit 
  • Jointly responsible for VU‐wide (long‐term) strategy

Career stage

  • Direct and indirect managerial role for strategic management
  • Responsible for all aspects of the unit 
  • Jointly responsible for VU‐wide (long‐term) strategy 
  • Experienced in leadership (>4 years) to very experienced in leadership (>8 years for dean)
     

The management framework (pdf) has the same format for all levels.

  • Career stage 
  • Managerial tasks and Leadership - Art of Engagement
  • Development and competences
  • Positions and roles 

Managerial tasks and Leadership - Art of Engagement

  • People management
    1. Strategically manages a diverse and sustainable staff 
    2. Coaches strategic management as part of personal talent development and proactively manages their own employees 
    3. Ensures a physically and socially safe climate, is alert to the warning signs of an unsafe situation and an excessive workload, and intervenes proactively
    4. Ensures effective and motivational mutual cooperation. Invests in community building, visibility and exemplary behaviour
    5. Applies their own vision but limits hands‐on involvement, knows how to delegate at the right time
    6. Mediates in difficult conversations, seeks professional support in a timely manner where relevant

  • Financial management
    1. Draws up the unit budget, incl. investments, is accountable for delivering on it
    2. Actively pursues strategic management based on generating revenue, entrepreneurship and knowledge transfer, and assigns these targets to staff
    3. Ensures a readily accountable distribution of resources in their own unit
    4. Regularly monitors interim progress, establishes links between short‐term and long‐term forecasts and realisation
    5. Co‐determines VU‐wide investment and resource allocation, and critically monitors progress and realisation

  • Process management
    1. Represents the unit in programmes, monitors progress and decision‐making in line with agreed course of action
    2. Adapts and incorporates digital developments into their own strategy, challenges strategic management to develop application in work processes

  • Strategic management
    1. Translates and incorporates relevant external and internal developments into unit strategy (in line with VU’s overall strategy) and obtains the necessary support
    2. Contributes proactively to VU Amsterdam’s strategy
    3. Manages on the basis of quality policy for their own task area, encourages interdisciplinary cooperation and monitors progress
    4. Invests in effective administrative relations with employee participation bodies and other administrative consultations
    5. Inspires employees to contribute proactively to vision and strategy
    6. Represents the unit in external relations

  • Leadership - Art of Engagement
    • Invests in their exemplary role by giving a frank account of their own development and mistakes
    • Helps create a safe culture of development and accountability

    Complies with the Art of Engagement in contributing to a collaborative culture at VU:

    1. Contributes to the bigger picture
    2. Is bold and decisive
    3. Is clear and transparent
    4. Listens and gives room for growth

Development and competences

Positions and roles

Learn more about management and leadership:

Rolien Walinga

b.r.walinga@vu.nl