Boundary spanning in higher education leadership: identifying boundaries and practices in a British university

Prysor, Deborah and Henley, Andrew ORCID: https://orcid.org/0000-0003-4057-1679 2018. Boundary spanning in higher education leadership: identifying boundaries and practices in a British university. Studies in Higher Education 43 (12) , pp. 2210-2225. 10.1080/03075079.2017.1318364

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Abstract

The increasingly dynamic and complex higher education (HE) environment calls for high levels of boundary-spanning skills from leaders. The importance of boundary spanning is raised by the need for leaders to engage across internal and external boundaries to formulate new strategic responses to a complex set of forces and pressures facing the sector. This paper investigates the salience of boundary spanning leadership (BSL) practices through qualitative research on a group of leaders in one UK HE institution. The paper finds varying evidence for the range of boundary-spanning activities proposed in previous literature and concludes in the present case that leadership achieves the ‘managing boundaries’ stage of the BSL nexus, but has more limited achievement at the highest ‘discovering new frontiers’ stage.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General)
Uncontrolled Keywords:	Boundary spanning; leadership; British higher education; strategic change; organizational development
Publisher:	Taylor & Francis
ISSN:	0307-5079
Date of First Compliant Deposit:	11 May 2017
Date of Acceptance:	9 April 2017
Last Modified:	05 May 2023 15:44
URI:	https://orca.cardiff.ac.uk/id/eprint/100482

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