Making sense of leadership development: developing a community of education leaders

Catherine McCauley-Smith, Sharon J. Williams, Anne Clare Gillon, Ashley Braganza

Research output: Contribution to journalArticle

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.
Original languageEnglish
Pages (from-to)311-328
JournalStudies in Higher Education
Volume40
Issue number2
DOIs
Publication statusPublished - 7 Feb 2015

Keywords

  • leadership development
  • postgraduate higher education
  • sense making
  • leadership

Cite this

McCauley-Smith, Catherine ; Williams, Sharon J. ; Gillon, Anne Clare ; Braganza, Ashley. / Making sense of leadership development: developing a community of education leaders. In: Studies in Higher Education. 2015 ; Vol. 40, No. 2. pp. 311-328.
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Making sense of leadership development: developing a community of education leaders. / McCauley-Smith, Catherine; Williams, Sharon J.; Gillon, Anne Clare; Braganza, Ashley.

In: Studies in Higher Education, Vol. 40, No. 2, 07.02.2015, p. 311-328.

Research output: Contribution to journalArticle

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