TY - JOUR
T1 - Individual Leader to Interdependent Leadership
T2 - A Case Study in Leadership Development and Tripartite Evaluation
AU - McCauley-Smith, Catherine
AU - Williams, Sharon
AU - Gillon, Anne Clare
AU - Braganza, Ashley
AU - Ward, Carolyn
PY - 2013/2
Y1 - 2013/2
N2 - The Problem In this case study we see a move away from orthodox views of school leadership as “headship” to a more contemporary model of educational leadership wherein we note a departure from functional, curricula-based school leadership toward more human resource development (HRD) approaches. The aim of this study was to consider the effectiveness of an educational development program for middle leaders within an educational establishment.The Solution We examined the impact of a bespoke higher education leadership development intervention in Leadership (and Change) on the formation and cohesiveness of a newly formed innovative leadership structure.The Stakeholders The leadership development intervention was designed through a tripartite collaboration including a university, senior school leaders, and staff. The intervention was designed to shift leadership from individual leader agency to interdependent human leadership agency. Through tripartite evaluation we uncover leadership development praxis that transcends the boundaries of conventional educational leadership and reemphasizes the benefits of bridging the academic/practitioner divide and the application of theory to praxis.
AB - The Problem In this case study we see a move away from orthodox views of school leadership as “headship” to a more contemporary model of educational leadership wherein we note a departure from functional, curricula-based school leadership toward more human resource development (HRD) approaches. The aim of this study was to consider the effectiveness of an educational development program for middle leaders within an educational establishment.The Solution We examined the impact of a bespoke higher education leadership development intervention in Leadership (and Change) on the formation and cohesiveness of a newly formed innovative leadership structure.The Stakeholders The leadership development intervention was designed through a tripartite collaboration including a university, senior school leaders, and staff. The intervention was designed to shift leadership from individual leader agency to interdependent human leadership agency. Through tripartite evaluation we uncover leadership development praxis that transcends the boundaries of conventional educational leadership and reemphasizes the benefits of bridging the academic/practitioner divide and the application of theory to praxis.
U2 - 10.1177/1523422312466982
DO - 10.1177/1523422312466982
M3 - Article
SN - 1523-4223
VL - 15
SP - 83
EP - 105
JO - Advances in Developing Human Resources
JF - Advances in Developing Human Resources
IS - 1
ER -