Higher Education

, 58:763

Improving leadership in Higher Education institutions: a distributed perspective

  • Jitse D. J. van Ameijde
  • Patrick C. Nelson
  • Jon Billsberry
  • Nathalie van Meurs
Article

DOI: 10.1007/s10734-009-9224-y

Cite this article as:
van Ameijde, J.D.J., Nelson, P.C., Billsberry, J. et al. High Educ (2009) 58: 763. doi:10.1007/s10734-009-9224-y

Abstract

This paper reports on a qualitative study exploring how distributed patterns of leadership manifest themselves in project teams within a Higher Education institution. The emphasis is on both the ‘what’ and the ‘how’ of distributed leadership, thus providing an account of the nature of distributed leadership in higher education and the factors which were found to enhance and inhibit its occurrence and effectiveness. The findings are presented in a model of distributed leadership which seeks to provide an integrative account and a framework for further study. The conclusions focus on both the theoretical implications for the study of distributed leadership and the practical implications for HE institutions wishing to promote effective leadership.

Keywords

LeadershipDistributedProject teamsHigher educationQualitative

Copyright information

© Springer Science+Business Media B.V. 2009

Authors and Affiliations

  • Jitse D. J. van Ameijde
    • 1
  • Patrick C. Nelson
    • 1
  • Jon Billsberry
    • 2
  • Nathalie van Meurs
    • 3
  1. 1.Human Resources DivisionThe Open UniversityMilton KeynesUK
  2. 2.Faculty for Business, Environment and SocietyCoventry UniversityCoventryUK
  3. 3.Middlesex University Business SchoolHendon, LondonUK