25 Higher Education Leaders across Australia and NZ
Last updated: 20 August 2026.
Introduction
Higher education leaders carry a wide brief. They help set direction for students, staff, researchers, professional teams, partners and the communities around their institutions.
Across Australia and New Zealand, that work happens in city universities, regional universities, universities of technology and institutions with deep place-based responsibilities. This guide introduces 25 people whose public roles show the range of leadership involved.
The list is a recognition directory, not a ranking. It is designed as a practical starting point for understanding how university direction, research, culture, access and community relationships fit together.
Why these leaders matter
Universities are large systems, but they are also human systems. A change in academic direction affects teaching teams. A people and culture portfolio shapes whether staff can do good work. Māori and Pacific leadership roles can make a university’s relationships with communities more visible and more accountable.
The people below show that higher education leadership is not one job. It is a connected set of responsibilities, carried by people with different portfolios, backgrounds and institutional settings.
1. Alec Cameron
Vice-Chancellor and President, RMIT
Alec Cameron is Vice-Chancellor and President at RMIT.
RMIT identifies Alec Cameron as Vice-Chancellor and President since January 2022. His Rhodes Scholarship and doctorate in robotics connect research experience with institution-wide leadership.
That makes Alec Cameron useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
2. Sharon Pickering
Vice-Chancellor and President, Monash University
Sharon Pickering is Vice-Chancellor and President at Monash University.
Monash identifies Sharon Pickering as its tenth Vice-Chancellor and President, appointed in January 2024. Her public work makes inclusion and the student experience part of the leadership conversation.
That makes Sharon Pickering useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
3. Mark Scott
Vice-Chancellor and President, University of Sydney
Mark Scott is Vice-Chancellor and President at University of Sydney.
The University of Sydney lists Mark Scott as Vice-Chancellor and President, with his current term beginning in July 2021. His earlier work in New South Wales education and at the ABC gives him a public-service lens on university leadership.
That makes Mark Scott useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
4. Attila Brungs
Vice-Chancellor and President, UNSW Sydney
Attila Brungs is Vice-Chancellor and President at UNSW Sydney.
UNSW identifies Attila Brungs as Vice-Chancellor and President since January 2022. His background in industrial chemistry and university leadership links research, education and institutional change.
That makes Attila Brungs useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
5. Deborah Terry
Vice-Chancellor and President, The University of Queensland
Deborah Terry is Vice-Chancellor and President at The University of Queensland.
The University of Queensland identifies Deborah Terry as Vice-Chancellor and President since August 2020. Her background in psychology and role in the national university sector show how research and sector stewardship can sit together.
That makes Deborah Terry useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
6. Margaret Sheil
Vice-Chancellor and President, QUT
Margaret Sheil is Vice-Chancellor and President at QUT.
QUT identifies Margaret Sheil as Vice-Chancellor and President, a role she commenced in 2018. Her earlier work as a university provost and as chief executive of the Australian Research Council connects university leadership with national research policy.
That makes Margaret Sheil useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
7. Andrew Parfitt
Vice-Chancellor and President, University of Technology Sydney
Andrew Parfitt is Vice-Chancellor and President at University of Technology Sydney.
UTS identifies Andrew Parfitt as Vice-Chancellor and President and chief executive. He moved from the provost role into the top job, bringing a background in telecommunications engineering and university operations.
That makes Andrew Parfitt useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
8. Amit Chakma
Vice-Chancellor, The University of Western Australia
Amit Chakma is Vice-Chancellor at The University of Western Australia.
The University of Western Australia lists Amit Chakma as Vice-Chancellor. His career across Western University and the University of Waterloo gives his leadership a strong international and research-focused context.
That makes Amit Chakma useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
9. Simon Biggs
Vice-Chancellor and President, James Cook University
Simon Biggs is Vice-Chancellor and President at James Cook University.
James Cook University lists Simon Biggs as Vice-Chancellor and President. His role sits in a university whose mission is closely tied to tropical, regional and remote communities, so place is central to the leadership brief.
That makes Simon Biggs useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
10. Bryony James
Vice-Chancellor, Te Herenga Waka, Victoria University of Wellington
Bryony James is Vice-Chancellor at Te Herenga Waka, Victoria University of Wellington.
Victoria University of Wellington identifies Bryony James as Vice-Chancellor from June 2026. Her earlier senior work at the University of Waikato and her materials engineering background bring research, teaching and organisational leadership into one story.
That makes Bryony James useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
11. Helen Bartlett
President and Vice-Chancellor, University of the Sunshine Coast
Helen Bartlett is President and Vice-Chancellor at University of the Sunshine Coast.
UniSC identifies Helen Bartlett as President and Vice-Chancellor since 2020. Her remit is connected to a fast-growing coastal region, where access, place and community are practical parts of university leadership.
That makes Helen Bartlett useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
12. Sarah Young
Deputy Vice-Chancellor Education, University of Auckland
Sarah Young is Deputy Vice-Chancellor Education at University of Auckland.
The University of Auckland identifies Sarah Young as Deputy Vice-Chancellor Education. Her earlier work as Dean of Science and head of a medical sciences school gives the portfolio a clear connection to teaching, research and student outcomes.
That makes Sarah Young useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
13. Nick Klomp
Vice-Chancellor and President, CQUniversity Australia
Nick Klomp is Vice-Chancellor and President at CQUniversity Australia.
CQUniversity identifies Nick Klomp as Vice-Chancellor and President. Its national footprint and regional identity make access, workforce needs and community partnership part of the leadership context.
That makes Nick Klomp useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
14. Carolyn Evans
Vice-Chancellor and President, Griffith University
Carolyn Evans is Vice-Chancellor and President at Griffith University.
Griffith identifies Carolyn Evans as Vice-Chancellor and President since 2019. Her work spans a multi-campus university whose leadership connects education, research and engagement across south-east Queensland.
That makes Carolyn Evans useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
15. Rufus Black
Vice-Chancellor and President, University of Tasmania
Rufus Black is Vice-Chancellor and President at University of Tasmania.
The University of Tasmania identifies Rufus Black as Vice-Chancellor and President. The role is inseparable from Tasmania, place-based research and the university’s relationship with the island community.
That makes Rufus Black useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
16. Cheryl de la Rey
Vice-Chancellor, University of Canterbury
Cheryl de la Rey is Vice-Chancellor at University of Canterbury.
The University of Canterbury identifies Cheryl de la Rey as Vice-Chancellor. The university has announced a successor, but its public leadership information says de la Rey remains in the role until January 2027, which makes the current date important.
That makes Cheryl de la Rey useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
17. Nic Smith
Vice-Chancellor, University of Auckland
Nic Smith is Vice-Chancellor at University of Auckland.
The University of Auckland identifies Nic Smith as Vice-Chancellor from 3 August 2026. His return to the university after senior leadership at Victoria University of Wellington gives the appointment a clear institutional connection.
That makes Nic Smith useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
18. Damon Salesa
Vice-Chancellor, Auckland University of Technology
Damon Salesa is Vice-Chancellor at Auckland University of Technology.
AUT identifies Damon Salesa as Vice-Chancellor. His role sits in a university of technology with a strong focus on applied learning, opportunity, industry connection and the future of work.
That makes Damon Salesa useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
19. Pierre Venter
Vice-Chancellor, Massey University
Pierre Venter is Vice-Chancellor at Massey University.
Massey University announced Pierre Venter as its seventh Vice-Chancellor, commencing in February 2026. His earlier senior leadership at Fonterra brings an industry and partnership perspective into a university role.
That makes Pierre Venter useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
20. Grant Robertson
Vice-Chancellor, University of Otago
Grant Robertson is Vice-Chancellor at University of Otago.
The University of Otago lists Grant Robertson as Vice-Chancellor. His move from public life into university leadership makes the role a useful example of how governance, public policy and institutional stewardship can meet.
That makes Grant Robertson useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
21. Merata Kawharu
Deputy Vice-Chancellor Māori, Lincoln University
Merata Kawharu is Deputy Vice-Chancellor Māori at Lincoln University.
Lincoln University identifies Merata Kawharu as Deputy Vice-Chancellor Māori. The role gives Māori leadership and relationships a direct place in senior decision-making and the wider life of the university.
That makes Merata Kawharu useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
22. Sally McArthur
Deputy Vice-Chancellor Research, Victoria University of Wellington
Sally McArthur is Deputy Vice-Chancellor Research at Victoria University of Wellington.
Victoria University of Wellington identifies Sally McArthur as Deputy Vice-Chancellor Research from February 2026. Her portfolio puts research quality, culture and impact at the centre of senior university leadership.
That makes Sally McArthur useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
23. Sarah-Jane Tiakiwai
Deputy Vice-Chancellor Māori, University of Waikato
Sarah-Jane Tiakiwai is Deputy Vice-Chancellor Māori at University of Waikato.
The University of Waikato identifies Sarah-Jane Tiakiwai as Deputy Vice-Chancellor Māori. Her role gives Māori strategy and relationships a visible place in the university leadership structure.
That makes Sarah-Jane Tiakiwai useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
24. Dianne Sika-Paotonu
Deputy Vice-Chancellor Pacific, University of Otago
Dianne Sika-Paotonu is Deputy Vice-Chancellor Pacific at University of Otago.
The University of Otago identifies Dianne Sika-Paotonu as Deputy Vice-Chancellor Pacific. Her portfolio makes Pacific engagement and Pacific student experience visible within a major university’s senior leadership.
That makes Dianne Sika-Paotonu useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
25. Stephen Davies
Assistant Vice-Chancellor People and Culture, Auckland University of Technology
Stephen Davies is Assistant Vice-Chancellor People and Culture at Auckland University of Technology.
AUT identifies Stephen Davies as Assistant Vice-Chancellor People and Culture. His role connects people, culture and organisational capability with the practical mission of a university of technology.
That makes Stephen Davies useful to study because the role connects institutional leadership with the people, purpose and place of higher education.
Conclusion
The first lesson is that university leadership is broader than the title at the top of an organisation chart. A vice-chancellor may be balancing research ambition with student access, regional service, staff culture and financial responsibility. A deputy vice-chancellor may carry a portfolio that changes how the institution listens, teaches or works with its communities.
The second lesson is that context matters. A university in a capital city faces different questions from one serving a regional community. A university of technology has a different relationship with industry from a research-intensive institution. Māori and Pacific leadership portfolios reflect responsibilities that should not be flattened into generic executive language.
The practical question is simple: what kind of leadership does this institution need now, and who is responsible for that work?
Frequently asked questions
Is this list ordered?
No. The order is editorial, not a judgement of who is best. The names are included because their public roles make them relevant to higher education leadership across Australia and New Zealand.
Does the list include people outside Australia?
Yes. It includes leaders in Australia and New Zealand, with a mix of national, regional, technology-focused and place-based institutions.
Are all the people vice-chancellors?
No. Most are vice-chancellors or presidents, while some hold senior portfolios in research, education, people and culture, Māori or Pacific leadership. Those roles are part of how a university is led.
Can I suggest another leader?
Yes. Start with the institution’s current leadership page and share the public role evidence. A future update can then consider whether the person fits the scope and evidence standard.
Related reading
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About the author
Jonno White is a Brisbane-based leadership consultant, keynote speaker and Certified Working Genius Facilitator, and the author of Step Up or Step Out. He helps leaders build organisations people would move cities to work at.
To enquire about a keynote, workshop or facilitated leadership session, email jonno@consultclarity.org.
If you want help turning leadership ideas into practical action, email jonno@consultclarity.org.