Improving leadership in Higher Education institutions: a distributed perspective
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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.
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About this Article
- Improving leadership in Higher Education institutions: a distributed perspective
Volume 58, Issue 6 , pp 763-779
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- Project teams
- Higher education
- Author Affiliations
- 1. Human Resources Division, The Open University, Walton Hall, Milton Keynes, Buckinghamshire, MK7 6AA, UK
- 2. Faculty for Business, Environment and Society, Coventry University, Priory Street, Coventry, Warwickshire, CV1 5FB, UK
- 3. Middlesex University Business School, Hendon, London, NW4 4BT, UK