Developing Leadership in Higher Education: Perspectives from the USA, the UK and Australia

Autor/in	Hempsall, Kay
Titel	Developing Leadership in Higher Education: Perspectives from the USA, the UK and Australia
Quelle	In: Journal of Higher Education Policy and Management, 36 (2014) 4, S.383-394 (12 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1360-080X
DOI	10.1080/1360080X.2014.916468
Schlagwörter	Higher Education; Leadership Training; Comparative Education; Educational Practices; Knowledge Economy; Leadership Qualities; Leadership Role; Change Strategies; Minimum Competencies; Expectation; Interpersonal Competence; Collegiality; Barriers; Financial Support; Foreign Countries; College Presidents; College Faculty; Semi Structured Interviews; Qualitative Research; Australia; United Kingdom; United States + Suchen Sie Ihr Suchwort? Hochschulbildung; Hochschulsystem; Hochschulwesen; Führungslehre; Vergleichende Erziehungswissenschaft; Bildungspraxis; Knowledge society; Economy; Wissensgesellschaft; Wirtschaft; Führungseigenschaft; Lösungsstrategie; Fundamentum; Mindestwissen; Expectancy; Erwartung; Interpersonale Kompetenz; Kollegialität; Finanzielle Förderung; Ausland; College president; Hochschulpräsident; Fakultät; Qualitative Forschung; Australien; Großbritannien; USA
Abstract	It is broadly acknowledged that leaders in the twenty-first century are required to navigate an increasingly complex landscape and that the types of challenges individuals and organisations face in the knowledge era require the capacity to adapt and respond to continual fluctuations and change. Outcomes from previous leadership research, combined with the perspectives of colleagues and observation over the past decade, prompted concern that leadership in higher education (HE) institutions was, in the main, not demonstrating the level of readiness or capability to effectively respond to the challenges embodied in the transition to the knowledge era. In seeking to establish how well founded this concern was, this study, supported by a Peter Karmel International Travel Grant, investigated leadership development thinking, programmes and practices within the HE sector in the United States of America and the United Kingdom, and explored how this applies within the Australian context. A number of themes emerged that support the idea that the work of leadership will ideally be based on relationships rather than the "command and control" models of the past and on distributed leadership processes and practices throughout the organisation. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10