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Autor/inn/enJones, Sandra; Harvey, Marina; Hamilton, Jillian; Bevacqua, John; Egea, Kathy; McKenzie, Jo
TitelDemonstrating the Impact of a Distributed Leadership Approach in Higher Education
QuelleIn: Journal of Higher Education Policy and Management, 39 (2017) 2, S.197-211 (15 Seiten)Infoseite zur Zeitschrift
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Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN1360-080X
DOI10.1080/1360080X.2017.1276567
SchlagwörterHigher Education; Participative Decision Making; Transformative Learning; College Administration; Leadership Effectiveness; Alignment (Education); Benchmarking; Case Studies; Planning Commissions; Educational Planning; Outcome Measures; Self Evaluation (Groups); Foreign Countries; Australia
AbstractHigher education is under pressure to advance from a singular focus on assessment of outputs (measurements) to encompass the impact (influence) of initiatives across all aspects of academic endeavour (research, learning and teaching, and leadership). This paper focuses on the implications of this shift for leadership in higher education. Demonstrating the impact of leadership in higher education requires taking a step beyond measuring the skills, behaviours, and achievements of individual leaders to demonstrating how universities can evaluate the impact of actions taken to build leadership capacity across the institution. The authors extend the outcome of empirical research into how a distributed leadership approach can be enabled and evaluated in Australian higher education--to analyse the effectiveness of these processes for both measuring output and assessing the impact and influence of practice. (As Provided).
AnmerkungenRoutledge. Available from: Taylor & Francis, Ltd. 530 Walnut Street Suite 850, Philadelphia, PA 19106. Tel: 800-354-1420; Tel: 215-625-8900; Fax: 215-207-0050; Web site: http://www.tandf.co.uk/journals
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2020/1/01
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