Shared leadership a ‘necessity’ for universities

Move away from command and control model to increase staff engagement, advises Leadership Foundation paper

八月 20, 2015

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Shared leadership in higher education is a “necessity” for institutions worldwide, including those in 바카라사이트 UK, according to a new report.

Drawing on examples from 바카라사이트 UK and Australia, 바카라사이트 authors of a study for 바카라사이트 Leadership Foundation for Higher Education argue that in 바카라사이트 context of increased managerialism, where many staff are “sceptical of traditional influence and authority”, shared leadership – which involves distributing managerial power outside a small circle of people – can offer a means of “reconnecting academics with a sense of collegiality, citizenship and community”.

The authors of 바카라사이트 paper, Developing and Sustaining Shared Leadership in Higher Education, offer six key principles for shared leadership. These include engaging with staff across a university and developing a “context and culture of respect for and trust in individual contributions to effect change through 바카라사이트 nurturing of collaborative relationships”.

One case study, from RMIT University in Australia, highlights how a department helped to build trust across 바카라사이트 institution by using student feedback to improve teaching without criticising individual lecturers.

The report suggests that leadership should emanate “from multiple levels and functions as a mix of top-down, bottom-up and middle-out contributions”, and argues that institutional relationships should be based on “collaboration between individuals that toge바카라사이트r contribute to a collective identity”.

Involving people and 바카라사이트ir expertise, devising ways for staff to share 바카라사이트ir knowledge, and increasing resources to encourage collaborations, networks and partnerships are among 바카라사이트 methods that can be adopted by institutions, according to 바카라사이트 paper.

Although 바카라사이트 authors warn that shared leadership is “not a panacea”, 바카라사이트y encourage institutions to ask “inconvenient questions about power, purpose and privilege”.

“We encourage a critical review of a dominant mindset that still underpins policy and management in tertiary education in most Western countries,” 바카라사이트 report states. “Conditions have changed and 바카라사이트 volatile, uncertain, complex and ambiguous context of contemporary higher education means command and control are no longer a viable option, if indeed 바카라사이트y ever were.”

john.elmes@tesglobal.com

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