Individual Leader to Interdependent Leadership: A Case Study in Leadership Development and Tripartite Evaluation

Catherine McCauley-Smith, Sharon Williams, Anne Clare Gillon, Ashley Braganza, Carolyn Ward

Research output: Contribution to journalArticlepeer-review

6 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)83-105
Number of pages23
JournalAdvances in Developing Human Resources
Issue number1
Publication statusPublished - Feb 2013


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