With a background as a researcher, senior lecturer and Head of Department, Daniel Olsson is taking on the role of leading the Faculty of Health, Science and Technology. For Daniel Olsson, leadership is about creating the conditions that enable others to succeed.
"I enjoy working with development and leadership issues. When the opportunity to become Dean arose, I saw it as a choice between research and leadership, and leadership won," says Daniel Olsson.
Before taking up his position as Dean, Daniel Olsson served as Head of the Department of Environmental and Life Sciences. Until the end of June, he also led part of the international Horizon project IMP>ACT (Impact Assessment for Action Competence), a collaboration involving seven European countries. The project focuses on developing and validating an assessment framework, together with associated measurement tools, to evaluate the impact of climate and sustainability education.
How would you describe your leadership style?
"I see myself as an enabler, where trust and clarity are also important elements. If we are to continue developing the faculty in a positive direction, we need to trust the expertise of our staff. We have specialists in many different fields, and my role is not to be an expert in everything, but to create the conditions that allow others to do their jobs well."
What would you say is the faculty's greatest strength?
"I envision a faculty that continues to strengthen its profile in socially relevant research, education and collaboration."
"Sustainability is a theme that runs through much of what we do within the faculty. It is a strength we should be proud of and continue to develop. Issues concerning humanity's future and sustainable development will remain central to research, education and collaboration for many years to come."
"We have highly competent staff who conduct research of a high standard and develop attractive study programmes. In addition, we have a strong tradition of socially relevant research, which I see as one of our greatest assets."
What challenges do you see ahead for the faculty?
"One major challenge concerns funding and the long-term conditions for higher education institutions. Universities have become increasingly efficient over many years, while funding per student has not increased at the same rate as costs. Efficiency is important, but there is also a limit to how far that development can be taken."
"At the same time, there is a significant opportunity to strengthen both the faculty's finances and its research by increasing external research funding."
What is most important for creating high-quality education?
"The most important thing is that programmes remain relevant and continue to evolve. We need to evaluate our education systematically and use the results to become even better."
"It is about never becoming complacent, but continuously working to improve. Programme directors, course leaders and others with educational responsibility play a very important role in this process."
When do you feel you have done a good job as a leader?
"I feel that I have done a good job when I can see that things are working better, that development is moving in the right direction, or that initiatives I have helped to introduce are delivering results. This can be reflected in staff surveys or in tangible changes within the organisation. These signs of progress are important to recognise and celebrate."
What will be most important to you in the near future in your new role?
"One ambition I had when I took on the role of Dean was to be visible and present throughout the organisation. I intend to continue doing that."
"I want to meet with the departments, strengthen collaboration with Heads of Department and other managers, engage in dialogue with staff, and create forums where we can discuss matters of common interest. Staying close to the organisation is important, both for understanding what is working well and for identifying areas that can be developed further."
