Statement on NTEU online survey on confidence in leadership 

The Australian National University’s leadership remain determined to lead our community through a vital time of reform and renewal, so ANU can endure for many years to come. 

The NTEU’s online survey, released today, has no legal or binding effect, as our leadership is determined by our Council, not the union. Other university leaders have also faced union-led ‘no confidence votes’ and continued serving in their roles. 

Although this online survey lacks credibility, our community’s voices do matter. They are paramount. We continue to listen to them through our extensive consultation processes and understand that this is a difficult time. Our leadership team has a lot of critical work to do over the coming weeks and months to continue delivering our change program in a respectful and transparent way.  

Aunty Anne Martin, Director of the ANU Tjabal Centre, urged ANU staff and students to come together. 

“Nothing stays the same, there will always be change. It is hard, but sometimes we need to go on a journey. I have chosen to walk with our leadership, with Genevieve Bell and Julie Bishop, on this journey, and I have every confidence that they will lead us to where we need to be.  

“I work closely with Professor Bell, and she loves the ANU. And I mean loves it. She cares deeply – not just about the Country we are sitting on, but all of those who are part of this establishment.  

“I say to all our colleagues: it’s time to move forward together in a spirit of generosity, kindness and understanding.” 

Professor Michelle Ryan, inaugural Director of the Global Institute for Women’s Leadership at ANU, acknowledged that this is a difficult time for our ANU community, but said that any evaluation of Professor Bell’s leadership should be made keeping in mind two decades worth of research on the “glass cliff” – a term she coined with her research collaborator Professor Alex Haslam. 

“It describes the phenomenon whereby women are more likely to occupy leadership roles in times of institutional difficulty or challenge. The metaphor captures the increased risk and precarity of leadership when things are challenging – a sense of being up high yet teetering on the edge. 

“Research into the glass cliff tells us that women in such leadership positions are often subject to more intense scrutiny than their male counterparts, with a tendency for others to downplay the challenging circumstances that have been put in train long before they took on the role. 

“Although women in glass cliff leadership positions may face an uphill battle, it doesn’t mean they can’t do the job. In fact, they often succeed despite these challenges.” 

 “There’s no doubt that feelings of uncertainty and distress are running deep at ANU, as they are at many other institutions across the country in what are challenging times for our sector. People may have legitimate concerns about decisions being made about our university and not every criticism of our leaders necessarily tracks back to sexism but these phenomena are an important backdrop to consider.” 

Professor Stephen Eggins, Interim Dean of the ANU College of Systems and Society, said:  

“Despite all this upheaval, we shouldn’t lose sight of all the wonderful work our community is doing here at ANU. 

“A great example is the new College of Systems and Society, which I lead. It brings together many strengths of the ANU to create a unique, future-focused, transdisciplinary environment – and that’s down to the vision from the very top of this University. It positions us to address the complexity and challenges that emerge from the interactions between technologies, our natural environments and society. 

“I’ve been at ANU for more than 30 years, starting as a postdoctoral fellow in 1991. Over that time, I’ve observed ANU facing many difficult decisions and challenges. I have confidence that the VC can steer us through to financial sustainability in this challenging period and has the vision and the courage to get us where we need to be.”