Developing leadership in higher education
Perspectives from the USA, the UK and Australia
Bibliographic Data
| ID | 4545451 |
|---|---|
| Authors | Kay Hempsall (University of New England, corresponding author) |
| Year | 2014 |
| Volume | 36 |
| Issue | 4 |
| Pages | 383-394 |
| Publication date | 2014-07-04 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Higher Education Policy and Management (JOURNAL) |
| Journal identifiers | ISSN: 1360-080X • E-ISSN: 1469-9508 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/1360080x.2014.916468 |
| OpenAlex | W2019996218 |
| Language | EN |
| Citations received | 18 |
| References cited | 14 |
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
Context (archaeology · Educational leadership · Face (sociological concept · Global Leadership · Higher education · Leadership · Leadership development · Leadership studies · Leadership style · Neuroleadership · Pedagogy · Political science · Public relations · Shared leadership · Social science · Sociology · Strategic leadership · Transactional leadership · Higher Education Governance and Development · Management and Organizational Studies · Organizational Learning and Leadership
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Measuring leadership language
Leading, but are there followers? Exploring the influence of heads of departments on staff and students in Ghanaian higher education institutions
Institutional and structural barriers to sustainable leadership careers in higher education
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Mapping the leadership development of UK (full) professors in terms of cognitive, experiential, humanist and social learning
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Assessing distributed leadership for learning and teaching quality
Reframing the university as an emergent organisation
Perceived managerial and leadership effectiveness within higher education in France
| Unique citing works | 18 |
|---|---|
| Citations per year | 2 |
| Citation span | 2017 - 2026 (10) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 18 |