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|Title:||Making sense of leadership development: Developing a community of education leaders|
|Keywords:||Leadership;Postgraduate higher education;Sense making;Leadership development|
|Publisher:||Taylor & Francis|
|Citation:||Studies in Higher Education, 40, (2), pp. 311 - 328 (2015)|
|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.|
|Appears in Collections:||Brunel Business School Research Papers|
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