A distributed leadership change process model for higher education
The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict betwe...
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| Published in | Journal of higher education policy and management Vol. 39; no. 2; pp. 126 - 139 |
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| Main Authors | , |
| Format | Journal Article |
| Language | English |
| Published |
Routledge
01.04.2017
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| Subjects | |
| Online Access | Get full text |
| ISSN | 1360-080X 1469-9508 |
| DOI | 10.1080/1360080X.2017.1276661 |
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| Abstract | The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the need for more engaged and broader approach to leadership. Based on empirical research into the Australian university sector, this paper contends that a distributed leadership (DL) approach is appropriate for the higher education sector and offers value for supporting effective change. In acknowledging the paradigm change needed to implement a DL approach successfully, the authors present a process model to underpin the shift from a leader-centric to a DL approach. The Sustainable Enabling and Evaluating Reflective DL change process model presents a synthesis of how a systemic change to DL in higher education can occur. |
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| AbstractList | The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the need for more engaged and broader approach to leadership. Based on empirical research into the Australian university sector, this paper contends that a distributed leadership (DL) approach is appropriate for the higher education sector and offers value for supporting effective change. In acknowledging the paradigm change needed to implement a DL approach successfully, the authors present a process model to underpin the shift from a leader-centric to a DL approach. The Sustainable Enabling and Evaluating Reflective DL change process model presents a synthesis of how a systemic change to DL in higher education can occur. The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the need for more engaged and broader approach to leadership. Based on empirical research into the Australian university sector, this paper contends that a distributed leadership (DL) approach is appropriate for the higher education sector and offers value for supporting effective change. In acknowledging the paradigm change needed to implement a DL approach successfully, the authors present a process model to underpin the shift from a leader-centric to a DL approach. The Sustainable Enabling and Evaluating Reflective DL change process model presents a synthesis of how a systemic change to DL in higher education can occur. [Author abstract] |
| Audience | Higher Education Postsecondary Education |
| Author | Jones, Sandra Harvey, Marina |
| AuthorAffiliation | RMIT University. School of Management Queensland University of Technology. Learning and Teaching Unit |
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| Author_xml | – sequence: 1 givenname: Sandra surname: Jones fullname: Jones, Sandra email: Sandra.jones@rmit.edu.au organization: School of Management, RMIT University – sequence: 2 givenname: Marina surname: Harvey fullname: Harvey, Marina organization: Learning and Teaching Unit, Queensland University of Technology |
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| Notes | Refereed article. Includes bibliographical references. Journal of Higher Education Policy and Management; v.39 n.2 p.126-139; April 2017 Special themed issue : Leading the Academy: Building capacity through distributed leadership. |
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| SubjectTerms | Administrative Principles Barriers Change management Change Strategies College Administration Distributed leadership Educational leadership Educational Practices Foreign Countries Governance Higher Education leadership activity Leadership responsibility Leadership Styles Organizational Change paradigm change Paradigm shifts Participative Decision Making Process model Program Implementation Transformational Leadership University administration |
| Title | A distributed leadership change process model for higher education |
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