Ten personal accounts by successful leaders of colleges and universities in the United Kingdom describe how these individuals are reshaping their roles to respond to and shape the rapid and profound changes in higher education today. The opening and closing papers are by the editor and review current changes in education, and the importance of narrative accounts. The chapters are: (1) "Management and Change in Colleges and Universities: The Need for New Understandings" (Susan Weil); (2) "Piloting Higher Education Change: A View from the Helm" (Chris Price); (3) "Two Tales from a Reluctant Manager" (Adrian Webb); (4) "A Modest Revolution" (Colin Flint); "A Productive Partnership" (Ned Binks and Patricia Roberts); (6) "Managing Change or Changing Managers?" (John Bull); (7) "The Management of Change in a Large Civic University" (Alan Wilson); (8) "Growing Potential: In Students, Staff, the Institution and the Community" (Jenny Shackleton); (9) "Change and Stability: From 'Poly' to 'Varsity'" (Michael Harrison); (10) "Survival is Not Compulsory" (Ruth Gee); (11) "Focusing the University: The Changing Role of the Vice-Chancellor" (Kenneth Edwards); (12) "Bringing about Cultural Change in Colleges and Universities: The Power and Potential of Story" (Susan Weil). An Appendix contains the paper, "Growth and Diversity: A New Ear in Colleges and Universities," by Rhodri Phillips. It discusses the broad context of changes that have and are likely to take place in higher education in the United Kingdom. An index and a glossary of educational terms are also provided. (Most papers contain extensive references.) (JB)