Rector's elections 2025
Magnús Karl Magnússon, professor
The University of Iceland is well-positioned to achieve significant growth and success in the coming years. Its undergraduate education is built on strong foundations, while its research activities have expanded considerably in recent years, accompanied by the development of research-based graduate programs that require further strengthening. As a cornerstone of Icelandic society, the University plays a pivotal role in fostering innovation, societal progress, and academic excellence. To ensure sustained quality, the university must adopt a clear vision and sound policy-making strategies. This includes securing more stable and increased state funding, enhancing international collaborations, and cultivating an environment conducive to excellence in teaching, learning, and research. Strengthening ties with global institutions and industries will not only enrich academic programs but also position the university as a leader in addressing global challenges. Moreover, fostering interdisciplinary collaboration and innovation is critical for tackling the complex societal challenges of today. By prioritizing sustainability, international partnerships, and cutting-edge research infrastructure, the University of Iceland can solidify its reputation as a thriving international research institution that contributes meaningfully to both Icelandic society and the global academic community.
I have been a professor in the Faculty of Medicine at the University of Iceland for sixteen years and have an extensive experience in working in academia. During this time, I have been engaged in both teaching and research, consistently contributing to the advancement of medical sciences.
My academic journey includes comprehensive training and experience in basic medical sciences, starting with my undergraduate studies and continuing through graduate studies in the United States and at Landspítali University Hospital before joining the university. In addition to my academic accomplishments, I have significant leadership and management experience. I served as Dean of the Faculty of Medicine for two terms, overseeing one of the University’s largest faculties. This role allowed me to develop and implement strategic initiatives while managing complex organizational structures.
Beyond this, I have held numerous other management and committee positions within the University and the broader scientific community. For over two decades, I have actively participated in public discussions concerning the university’s funding, development, and overall trajectory. This involvement has given me a comprehensive understanding of institutional challenges and opportunities.
Given my extensive background in teaching, research, leadership, and public engagement, I am confident in my ability to serve as an effective leader and advocate for the university.
Throughout my career, beginning with my undergraduate studies at the Faculty of Medicine, I have been involved in basic scientific research. During my studies, I undertook an optional extra year to conduct research in endothelial cell biology under the mentorship of Professor Guðmundur Þorgeirsson. As a junior doctor in Iceland, prior to pursuing further education, I contributed to research on the epidemiology of heart diseases.
From 1994 to 1998, during my graduate studies at the University of Wisconsin–Madison, I followed a specialized academic training program known as the „Clinical Investigator Pathway.“ This program was designed for medical residents with substantial research experience, preparing them for academic careers. My research during this period focused on cell biology within the field of hematology. In the latter stages of my advanced studies, I shifted my focus to the molecular biology of blood diseases, particularly stem cells and leukemia.
Between 1998 and 2002, I worked postdoctoral researcher and clinical fellow at the National Institutes of Health (NIH) near Washington, D.C., one of the largest health and life sciences research centers in the United States. At every stage of my career, I published scientific articles in prestigious international journals.
In 2002, I returned to Iceland and joined Landspítali (National University Hospital), where I established a basic research laboratory in Læknagarður. Shortly thereafter, I initiated a collaborative research partnership with Professor Þórarinn Guðjónsson, initially at the Cancer Research Laboratory and later at the Faculty of Medicine.
After being appointed as a professor at the University of Iceland’s Faculty of Medicine in 2009, I continued this collaboration. Together, we founded and managed a laboratory specializing in cell and molecular biology with a focus on stem cell and cancer biology. It was a joy and honor to supervise six doctoral students and six master’s students along with four postdoctoral researchers and one physician.
Since 2018, I have shifted my research focus to genetics and have been working part-time at deCODE genetics. In this role, I have led genetic research in hematology and supervised doctoral students—one has already graduated, while I currently supervise one doctoral student and advise two others. Additionally, I have served as an opponent for five doctoral defenses (three in Iceland, one in Denmark, and one in France). Alongside my teaching and research responsibilities, I have held numerous management and committee positions (detailed below).
I have been awarded numerous grants from the Research Fund of the Science and Innovation Council (formerly the Science and Technology Council, VTR). Notably, I edited and led a large-scale application titled Strategic Program in Genetics for Health, which secured strategic funding for 2005–2009. This grant served as a precursor to the establishment of the University of Iceland’s Biomedical Center.
In addition to this achievement, I have received three project grants and one strategic program grant from the VTR Research Fund. Furthermore, I was awarded a Center of Excellence grant from the VTR Research Fund, as well as another Center of Excellence grant in collaboration with Þórarinn Guðjónsson and other scientists. Together with Þórarinn, I also received a project grant from the VTR Research Fund.
Beyond these major grants, I was honored with Iceland’s most prestigious science award in 2005, the Árni Kristinsson and Þórður Harðarson Medical Prize. Additionally, I have secured several smaller grants from institutions such as Landspítali and the University of Iceland.
Throughout my 16 years at the University of Iceland, I have undertaken extensive teaching responsibilities across various departments within the School of Health Sciences.
A key component of my teaching portfolio is a fundamental course in Pharmacology and Toxicology (14 credits) for third-year students in the Faculty of Medicine. Since my appointment, I have overseen and taught this course annually in collaboration with Associate Professor Kristín Ólafsdóttir.
My teaching approach emphasizes active dialogue with students, fostering their understanding of the subject matter by connecting foundational knowledge of human biology with drug mechanisms.
My commitment to teaching excellence has been consistently recognized through positive student evaluations. Notably, I received the Medical Students’ Association’s teaching award in 2012 and its honorary award in 2017. Earlier in my career, I was also honored with the medical students’ teaching award at the University of Wisconsin in 1996 for clinical instruction. I firmly believe that university teaching and scientific research are deeply interconnected, each enriching the other.
Effective university education should not only provide students with insights into advancements within their field but also inspire curiosity about knowledge creation and professional growth.
I have held numerous leadership and committee positions throughout my career. From 2013 to 2016, I served as Dean of the Faculty of Medicine, following my tenure as Vice Dean from 2011 to 2013.
The Faculty of Medicine is one of the largest faculties at the University, encompassing over 100 academic staff members, multiple study programs (including medicine, physiotherapy, biomedical science, and radiology) across all academic levels, as well as extensive research activities. As Dean, I spearheaded several key initiatives, including the faculty’s first self-evaluation—a complex and comprehensive process involving in-depth analysis and policy development. In this role, I also led efforts in critical areas such as staff recruitment, integration of university and clinical responsibilities for a significant portion of the faculty’s academic staff, and addressing complex personnel matters inherent to managing such a large faculty. In addition to my role as Dean, I chaired the boards of two interdisciplinary units within the university: the Speech-Language Pathology program (master’s level) and, for the past six years, the Centre of Public Health Sciences (CPHS). The CPHS offers interdisciplinary master’s and doctoral programs in public health sciences, epidemiology, and biostatistics.
Beyond faculty leadership, I have extensive experience in committee work at both national and international levels. Notably, I served on the Health and Life Sciences expert panel for the VTR Research Fund from 2004 to 2008, acting as chairman from 2005 to 2008. I was also the national representative for the European Union’s Seventh Framework Programme (2006–2008).
From 2014 to 2021, I was a member of the five-member selection committee for the Anders Jahre Medical Awards—one of the most prestigious honors in medical science within the Nordic countries.
For the past two years, I have chaired the board of the Cancer Society’s Science Fund, which has awarded over half a billion króna in research grants for cancer studies over the past seven years. Additionally, last year I was appointed chairman of the new professional editorial board for the University of Iceland’s Science Web. My contributions extend to committee work for governmental ministries as well. This includes participation in committees responsible for drafting legislation on stem cell research and scientific research in healthcare, as well as a committee focused on utilizing genetic information.
Through these diverse leadership roles and committee engagements, I have developed extensive expertise in administration and policy-making. These positions have required strong leadership abilities, strategic decision-making skills, and effective communication-qualities that have also been honed through managing complex research projects.
Since returning home, I have been deeply engaged in public discourse on the value of science, University funding, and research investment.
I have also devoted significant effort to public education, particularly through discussions and writings on healthcare issues in both traditional and social media. This was especially critical during the Covid-19 pandemic. Additionally, I have written extensively on dementia-related topics and have been actively involved in that field.
Among my contributions, I serve on the board of the Alzheimer’s Association and have represented families of individuals with dementia on the advisory committee of Alzheimer Europe.
Vision for the University of Iceland
The University of Iceland is one of the cornerstone institutions of our society. It plays a vital role in advancing higher education and research across numerous academic disciplines. For over a century, it has been the foundation of higher education in Iceland. In recent decades, it has also evolved into an internationally recognized research university, offering diverse master’s and doctoral programs. As such, the University is increasingly instrumental in strengthening the foundations of business innovation, value creation, cultural enrichment, and societal self-awareness.
The University of Iceland serves as a pillar of strength within the Icelandic research community. This role must be systematically developed to benefit the broader academic ecosystem. At the same time, its strong position within the global network of universities is essential for Icelandic society.
One of the rector’s primary responsibilities over the next five years will be to secure and enhance the university’s leadership role, ensuring it continues to serve as a catalyst for progress across Iceland’s entire research community. Only by doing so can it fully realize its potential to benefit Icelandic society. In an era marked by growing international uncertainty, Iceland faces increasingly complex challenges—social, environmental, and geopolitical in nature. During such times, the University of Iceland must stand as a trusted institution that government authorities and other societal stakeholders can rely upon. It should act as a fortress of knowledge while serving as a safeguard against forces that seek to exploit uncertainty for personal or political gain at society’s expense.
Internally, the University of Iceland must strive for continuous improvement in quality while fostering a working environment that empowers its staff and students to excel. It must prioritize human resources, diversity, and educational excellence, creating an atmosphere where talent can thrive.
The University should aspire to be an attractive workplace offering competitive terms comparable to similar institutions worldwide, enabling it to attract top talent both domestically and internationally. Only by achieving this can it provide students with an exceptional learning environment—one that places high expectations on students, faculty members, and all University personnel alike.
Better Funding for the University of Iceland
The objective is to ensure that the University of Iceland receives funding comparable to that provided to higher education institutions in neighboring countries. The current underfunding hampers the University's quality and weakens its infrastructure. It is critical to safeguard the diversity in education and research that the University of Iceland uniquely offers among Icelandic universities. Financial sustainability must also be secured for essential but low-enrollment programs, many of which are integral to the university's academic ecosystem.
Reforming Graduate Studies Funding and Research Frameworks
The funding model for graduate studies at the university of Iceland reached its limits years ago. Strengthening these programs to match international standards is imperative, and we must place our focus on fostering global collaboration. Funding for research-based graduate studies must reflect the scope of the studies and ensure educational quality. This includes financial support for individual doctoral projects and creating a robust research environment that prioritizes infrastructure, interdisciplinary communication, and strong ties to international academic developments.
Strengthening the UI Community
A vibrant university community is the foundation of a successful institution. This community thrives on collaboration and dialogue among teachers, students, and staff, which requires spaces for interaction. The University of Iceland must prioritize its role as a hub for academic exchange by providing diverse opportunities for students and faculty to engage in meaningful discussions. High-quality education depends on active student-teacher dialogue and close peer collaboration beyond classroom hours. Enhancing campus facilities—such as cafeterias, coffee shops, and open workspaces—can foster this interaction. Informal events that build connections among different groups within the University should also be encouraged.
Advocating with Strong Leadership
The University of Iceland has earned international recognition as a leading institution in various academic fields, but maintaining this position requires proactive leadership. The Rector must articulate the university’s role as a cornerstone of scientific innovation, cultural enrichment, social justice, education, and economic prosperity clearly. As a key advocate for these values, the Rector holds a unique responsibility to emphasize the importance of universities in shaping a healthy society.
Bolstering Research and Innovation
Robust research activity is essential for attracting talent and driving innovation across all sectors. The Rector must champion increased funding for public science initiatives, particularly through the Science and Innovation Council. These funds are vital for supporting scientific projects, infrastructure development, and rigorous evaluation processes. A strong national science funding system is also crucial for fostering academics with global connections who can secure larger international grants. Additionally, postdoctoral positions at the university deserve greater support as they are instrumental in pioneering research paths, building independent careers, and contributing to teaching at various levels.
Enhance Teaching Quality
Continual improvement of teaching quality at the University of Iceland is essential. Efforts should focus on strengthening teaching practices, promoting diversity in instructional methods, recognizing and rewarding exemplary teaching contributions, and fostering greater flexibility in balancing teaching and research responsibilities.
Strengthen Infrastructure and Prioritize Staff Welfare
University staff face increasing strain and fatigue, making it imperative to prioritize their welfare, equality, and safety. Tailored working conditions that address the unique needs of each academic field should be a priority, along with opportunities for professional growth and development. Strengthening staff participation in organizational management and strategic decision-making will further enhance their engagement and influence in shaping the university's vision.
Foster Collaboration Across Departments and Disciplines
The University of Iceland’s academic breadth is both a strength and a challenge within a small society. To maximize its potential, barriers to interdisciplinary collaboration in teaching and research must be systematically reduced. Financial incentives should be aligned to encourage such collaboration, particularly in fields with smaller student populations where enhanced research opportunities can better utilize the university’s expertise.
Equality in action
Equality is foundational to the University of Iceland. While we have many good regulations in place, translating equity into action remains a challenge. The demographics of the University of Iceland have evolved significantly over the past ten years, as have the standards of gender equality. We must find innovative ways to address challenges in our systems, such as harassment complaint mechanisms, and in our curricula and pedagogy. It is essential to create equal opportunities for all students and staff, including international students, students with children, people with disabilities, and others, to actively participate in the university's work. Equality and inclusiveness should be approached creatively and collaboratively at every level.
Reduce Student Workload During Studies
A significant number of students work full-time while pursuing their studies, which can hinder academic success. To address this, sufficient financial support must be provided to enable students to focus on their education. University authorities should actively support student organizations advocating for improved financial aid systems.
