Making sense of leadership development: Developing a community of education leaders

McCauley-Smith, Catherine, Williams, Sharon Jayne, Gillon, Anne Clare and Braganza, Ashley 2013. Making sense of leadership development: Developing a community of education leaders. Studies in Higher Education 40 (2) , pp. 311-328. 10.1080/03075079.2013.842209

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Abstract

In education literature there is a distinct lack of scholarly work on issues of leadership other than on functional leadership at lower levels or high-level individual leadership activity which dominates existing studies. This empirical research is based on the result of a merger of education providers within the North East of England. A crucial aspiration of the newly merged organisation was to provide an overarching innovative leadership structure to facilitate integrated leadership. The specific focus of this article is participants of a bespoke postgraduate learning intervention. The authors apply sense-making theory to identify how student-leaders undertaking a leadership development intervention developed to become a community of education leaders. The reflective accounts of the student-leaders indicated a combined approach of distributed, shared and collaborative leadership. Whilst the study was conducted in the UK, the concepts and ideas are likely to have international application.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management L Education > LC Special aspects of education
Uncontrolled Keywords:	leadership, postgraduate higher education, sense making, leadership development
Publisher:	Taylor & Francis
ISSN:	0307-5079
Last Modified:	23 Mar 2017 04:13
URI:	https://orca.cardiff.ac.uk/id/eprint/51717

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